KM scorecard at KPMG

At the TFPL seminar “Demonstrating impact: Performance and metrics”, Melanie Goody , Director of Research and Information Services (R&IS) with KPMG London did a presentation on the Balanced Scorecard used within her organisation to measure the impact of R&IS on the business.

In her presentation Melanie Goody mentioned that she discusses the high level view of the scorecard on a monthly basis with the KPMG management, and that since she has the scorecard has had more “face time” with top level executives to discuss issues coming up in her department.
It takes one member of staff between 2 and 3 working days each month to compile all data for the scorecard and this is according to Melanie Goody more than worth it. The main benefits she mentioned are:

§ Shared understanding of business priorities
§ Being taken more seriously by the management as they can better understand real impact
§ Alignment of departmental and service priorities

There are four perspectives in the scorecard of which she presented only the top-level view, as the rest would have been too confidential.

Perspective 1: Value (Financial)
How will R&IS enable stakeholders to achieve business targets and deliver value for money?

The financial aspect of measures is done without financial numbers, but purely based on impact such as:

Objective Increase lead partners’ awareness of reported activities of managed accounts
Target 100% of lead partners having news feeds set up for all key accounts
Performance 26% trained by 31/03/04

It is anticipated that this measure has a financial impact but there is no direct link made to profits.

Another interesting measure is
Objective To measure R&IS contribution to growing revenues
Target Demonstrate support for business development activity through research carried out on managed accounts
Performance 362 hours spent on managed account + 200 hours temp time.

Perspective 2: Impact (Customer)
How will R&IS demonstrate its value proposition to the internal market?

Impact on the customer in this context means awareness of R&IS services provided internally. An example indicator is

Objective To demonstrate proactively impact, brand & the value proposition of R&IS
Target 100% of Business development community aware of R&IS services
Performance 24 company packs for bible accounts

Perspective 3: Excel (Internal processes)
What processes must R&IS excel at in order to deliver products and services that are aligned to KPMG strategy, accepted and used by customers and delivered in a consistent and effective way?

The objectives in this perspective are
§ To measure nature & volume of research requests (under 15 mins.) & identify top 10
§ To measure nature & volume of research requests (over 15 mins.) & identify top 10
§ To measure level of internal client satisfaction & impact R&IS is making

Perspective 4: Improve (Learning and Growth)
How do we grow our R&IS capability in order to become an employer of choice and deliver a proactive service?

Examples for interesting measures within this scorecard, which Melanie discusses with the partners she reports to on a regular basis, are e.g.
Objective To embed Key Performance Indicators within R&IS, learn whilst doing & ensure alignment with strategy
Target R&IS team leads to meet monthly to review indicators and resultsR&IS metrics pack to be issued by 10th working day following month of measurement
Performance Achieved