ensure the questions are properly focused on the requirements most germane to our clients, creating a more customer-focused culture. We also receive performance feedback through the PPE, which leads to fact-based decision-making as to what needs to be improved and what should endure. Social media metrics like sharing and favoriting are analyzed as part of the Marketing and Business Development Progress Reports to identify potential customers and illuminate the role social media plays in building business relationships. Pardot allows for similar customer-interaction tracking with promotional emails like Managed Right. 4.1a(4) Measurement Agility The consistent, scheduled reviews of key metrics (the Refine step in Figure 4.1-1 ) confirm that the correct information is being reported and that the system can respond to rapid or unexpected organizational change. Having the data on The Hub facilitates a more timely, efficient, and effective review. We ensure our measurement system can respond to rapid and unexpected external changes by tracking results by industry. While IPM has always segmented by industry in terms of financial results, the desire to diversify—itself driven in large part by the risks associated with being too beholden to the Life Sciences industry—has increased emphasis on our performance within each industry. Hypothetically, if major reform led to wholesale changes in the industry (e.g., an elimination of patent protections for new drugs), we would quickly see the impact on our business.
Although the MAIOP includes an ongoing KPI review process, individual groups or functions are empowered to identify metrics and collect their own data as they see fit. If they find what they are collecting to be especially germane to overall performance, they can elevate the measure for review Category Measures Results/Figure
2.1-3 (Redacted) 7.4-23 (Redacted)
Strategy
Strategic Goal Progress
PPE (Overall Recommend) Net Promoter Score PPE Perform to Expectations PPE Leadership, Schedule, & Scope PPE Solutions, Risk, & Commitments
7.2-8 7.2-9
Customer
7.2-1 7.2-2 7.2-3
Operations
Candidate Pipeline FTE Bench & Resource Constraint Consultant Turnover GPTW Survey
7.3-6 AOS 7.3-18 7.3-13
Workforce
Client Retention Revenue Growth per Industry Company Revenue Growth Profit Margin Super Liquid 3-month Hours Forecast BD Backlog
7.2-10 7.5-12-15
7.5-6 7.5-5 7.5-9 AOS 7.3-7
Finance
Blue = benchmarking available Note: GPTW (reviewed on annual basis), Strategic Goal Progress (reviewed on quarterly basis) Figure 4.1-2 Executive Dashboard (Key)
Strategy
Customer
Operations
Workfor ce
Finance
Customer Acquisition
Customer Sat.
Customer Retention
Org Planning
Strat Perf
Quality
KPM
Workforce
Company Performance
Finance
Team
#
BPP Team
A A A A
A A A
A A A A Q
A A
A A A
A
Q A
A M M M M M M M W M W M M A A
Executive Team Sr Mgmt Team
M M M M M M
M M M M
M M M M M Q
Q
M A A M
A
M
Q
Q Q Q Q Q Q
M M M M M M W M w
Managing Directors
A
MMM E E MMM EEEEE
M
M M Q W W
A A Q Q Q w w Q
w w
Operations Directors
A
E E
A A
Q
Q QEEEEEEA M
Entire Staff
A A Q
A A
Q A
Q Q
Q
O O
O O OOOOO O OOOOOOOO OOOO O OOOOOOOOOOOOOOOOOOOO OOO O O
Key:
Frequency
A
Annually Quarterly
To Assess
OP oc OS CP FH PO RN RC
Organizational Performance Organizational Capabilities Organizational Success Competitive Performance
Q
M Monthly W Weekly
E
End ofProject
Financial Health
Progress Toward Strategic Objectives
Organization's Ability to Respond to Rapidly Changing Organizational Needs Organization's Ability to Respond to Challenges in Operating Environment
Blue font indicates Executive Dashboard Measurement (Key)
Figure 4.1-3 IPM Measurement Inventory
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