KPI implementation back-to-back

As the classic said, "there was no sadness ...".
The point is this. A set of KPI indicators was “lowered” to our unit. The set is extensive (27 indicators), well structured, accompanied by a calculation and control technique. True, the target values ​​are not set. Some indicators (10 pcs.) Are marked as “motivational”, i.e. will be used in the motivation system.
The task: to formulate an action plan (AP) for the implementation of KPI in our work.

Now I do not want to discuss "what bastards they are up there." There is an opportunity to go to the manual - it seems to be open for discussion. Therefore, taking the current situation “as is” (it is impossible to cancel the transition to KPI, the composition of KPI cannot be changed either), I’m looking for an effective way to solve the problem.

Having collected information on KPI, or rather, on a system of balanced indicators, he formulated some principles on the basis of which they will try to decompose the situation. (There are a number of interesting articles on this subject on Habré, for example, here , here and here . I will widely use their materials.)

Principles for the formation of an action plan based on KPI

KPI is not a standalone tool; it is part of a balanced scorecard (MTP).

The complete BSC model includes:
1) a strategic goal,
2) its description using KPI,
3) target values ​​for all selected KPIs,
4) activities that contribute to the achievement of these target values.

The advantage of the BSC is that the organization that implemented this system receives, as a result, a “coordinate system” of actions in accordance with the strategy at any management level and connects various functional areas , such as personnel management, finance, information technology, etc. . It is incorrect to consider the BSC one-sidedly, from the position of any functional area. Such attempts make the success of the application extremely difficult and discredit the concept.

Consequences of the principles

To determine the set of activities (units) to achieve the KPI targets, you must:

1. know the magnitude of these target values (units) -> different values ​​require different actions (from a simple “let's pull ourselves up” to adjusting the organizational management scheme, technical equipment, information system, etc.);
2. know the time interval for which these values ​​should be achieved (the power of the impact depends on the same, and, accordingly, the PD itself);
3. know the action plan of other units -> to get a synergistic effect (we are one company);

• how their actions will affect our KPIs;
• and even better - to formulate agreed PDs taking into account previously agreed, again, target values ​​of various units.

This sign will look for actions to achieve KPI based on their target values ​​and actions of other units.

To determine the value of the target values ​​of KPI (unit), you must:

• know and understand division strategy <-

1. understand the place of the strategy of the unit in the strategy of the company at least know the BSC card, but it’s better to understand why the card is such and not otherwise -> this ensures the belief in the effectiveness of the KPI set (its completeness, sufficiency, not complicated, ...);
2. Understand what KPI values ​​a strategy can provide.

• have a reversal of the strategy on the timeline (it is possible or not to split the achievement of the final target value into several intermediate ones).

With this plate I will look for target KPI values ​​based on the “strategy” and its imposition on the timeline.

Thus, the following algorithm was developed for solving my problem - in the form of rings.

I was directly assigned the task, which is located inside - "Form a PD for the implementation of KPI on my unit." But in order to solve it, I have to crawl out of it, expand. Such a move backwards turns out.

If I am not admitted to the strategy, the BSC map is not shown (or, for example, it simply does not exist, and the KPI set is speculatively formed), then I will not have good reasons for calculating the target KPI values.
A fallback is to use their current values.

If anyone has met with a similar or just has something to say - I would be glad ...