After considering how Key Performance Indicators link to corporate objectives, now we come to the process of writing down KPIs in a KPI template.
Following TRG's seminar entitled "Office of the CFO: Change the way work is done", Saigon Entrepreneurs (Doanh Nhan Sai Gon) magazine and Business Forum (Dien Dan Doanh Nghiep) published their articles on the event as well as on some of the topics discussed by our event speakers, including:
Topics: Corporate Performance Management CPM, CFOs, Enterprise Performance Management (EPM), Risk Management, Financial Accounting Management Software, Technology trends, TRG International, TRG PR & News
In the last post, we have touched on KPI definition and examples , now we will show you how to design a KPI template.
Key Performance Indicators (KPIs) have emerged to be the most significant source of business performance information that helps guide businesses to the right track. However, many companies trip right on the first step, which is understanding what KPIs really are.
Just as students get their report cards, companies measure their performance to essentially know how they are doing in terms of where they are heading. Measuring business performance therefore usually involves identifying what to measure and collecting data, with the ultimate goals to:
In the previous post, we identified the key ideas and common misperceptions around a governance, risk and compliance framework. The executive management is in fact exerting the greatest pressure to improve GRC, followed by external regulators (KPMG, 2013). So what makes an effective GRC plan? Or what should organisations keep in mind to improve performance with GRC?
In the last article, we have discussed the main areas of concern when it comes to enterprise risk management framework in Vietnamese companies. Apparently, they can learn a lot from their Western counterparts where risk and performance reporting to the board are integrated. Now, we will go over the best practices or practical application of corporate risk management in Vietnam.
Corruptions, legal entanglements, business disruptions are some of the most prominent signs of poor governance, risk and compliance management (GRC) within an organisation. However, many companies are not fully aware of GRC, its importance, definition and best practices and would rather go with their hunch instead. This blog entry seeks to address the context for a governance, risk & compliance framework and what it really means.
As mentioned in the previous post, risk management has only begun to take shape in Vietnamese companies. The global economic recession has left many out of business, and for those who have sailed through the storm, there are lessons to be learned. In this entry, we will review some main issues with business risk management in Vietnam.