KPI for MAPL Innovations

8/14/2019 KPI for MAPL Innovations

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Prologue

Within the Business Development department of

MAPL

INNOVATIONS is a specialized cell whose objectives

& methodologies may vary from other specializedcells of the group

i.e. Is Innovations = Strategic Planning?

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

So, in order to further clarify INNOVATIONS, aworking definition is needed

Not always!


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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


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But

Creating the opportunity to conceive impliesthat the organization must have STRATEGIC PATIENCE

For the following KPIs 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 ofstrategic patience The Bangladesh mindset is results now

Internal politics sometimes dont allow these processes Employee turnover makes it difficult to implement these in

the long term


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Keeping that in mind...


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Key Performance Indicators

for

Innovations Team

Using action words!


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Create new relationships

WHAT

With clients

With internals

With clients, 3rd parties

With brands

HOW

2. Cold call, introductoryletter, email

4. Lunch, desk visit

6. Open calls, events

8. Using somethingdifferent from thecurrent


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Improve the present

WHAT

2. Review the past

4. Forecast the future

6. Practice personalimprovement

8. Pay strict attention to waste

management

HOW

2. Plan to give a differentsolution with examples &learning from the past

4. Plan to give a differentsolution keeping the futurevariables in mind

6. Improve housekeeping habits

& etiquette

8. Reuse, recycle, reduce


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Elevate new leaders

WHAT

2. Empathy

4. Listening Skills

6. Teaching

8. Stepping aside

10. Introducing

HOW

2. Put yourself in their shoes

4. To their personal &professional issues

6. The how and what and how-not-to and what-not-to

8. Delegate

10. Openly praise, criticize,admonish, but at least statea positive about the person

Vertically & Horizontally


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Make room for fresh ideas

WHAT

2. Forget about the past

4. Share & learn

6. Exercise the brain & body

8. Interact

10. Agenda

HOW

2. Try to avoid using the

4. Practice ways of sharinginformation vertically &

horizontally

6. Cafeteria, Gym, Diet

8. Speak up and be heard

10. Set a goal according to atimeline i.e. to dosomething new each week


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Give yourself a reality check

WHAT

2. Are youright/wrong/doubtful?

4. Is your clientright/wrong/doubtful?

6. Is your methodright/wrong/doubtful?

8. Are your partnersright/wrong/doubtful?

HOW

REVIEW and DISCUSS

with yourself,immediate superior,MC, Innovations Team,Client, theperson/group inquestion.


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Delivering Results

The key performance indicators willprovide a metric for individualassessment

In unison, when innovation performancemetrics are aligned Major milestones can be identified and

implemented

Team & Department business objectives canbe addressed & achieved


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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%


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Now lets talk about how to go

from good to great!


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Thank you!

KPI for MAPL Innovations

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