The book „Industrial Research Performance Management—Key Performance Indicators in the ICT Industry” (2012, Springer, Heidelberg) by IPERF’s Tatjana Samsonowa addresses the question of assessing and managing the performance of ICT research activities based on studies conducted with SAP Research and the Technical University Darmstadt.
The institute supports the implementation of results and provides space for intense experience in the area of performance measurement and management at highest levels and consults on the optimization and implementation of innovation processes to enable a better performance of collaboration between research departments and adjacent departments.
- Planning, includes general planning of strategy, defining goals and escorting them through the entire goal-setting process, defining to-be state or nominal values for later comparisons with actually achieved values, defining key performance indicators (KPIs) , deciding on timeframes for the planned strategy (short term, long term etc.).
- The measurement element includes the determination of the current status. Sometimes pure data collection is associated with this activity. This element is not explicitly mentioned in many concepts. However, the measurement element is implicitly included in their definition. This is because they subsequently refer to the analysis element, which requires an “as-is” state. If necessary, the measurement element can include breaking the KPIs down into the PIs which are actually measured. It can also work in the other direction, consolidating the PIs back into KPIs.
- Review/Improvement concentrate on the identification of concrete activities to implement conclusions drawn from analyses. Some examples of short-term decisions are: periodic rewards or identification of necessary training or corrective actions such as budget cuts, travel restrictions or resource reassignments. Longer-term examples include the adjustment and reformulation of organizational goals and KPIs between periodical performance management cycles.
- Analysis includes the activities that go beyond pure measurement activities: evaluating, interpreting, projecting and forecasting from the current situation, determining the deviation from objectives and analysing the effects of corrective actions resulting from interdependencies between goals and actions with ‘what if scenarios’. Within the analysis element it is not only deviations from goal attainment that are detected, but also information is provided with regard to “what happens if” the priorities (of goals or indicators) are changed.
The IPERF Method integrates and aligns individual key performance indicators with corporate research and strategic goals. The method, which was derived from a three-year study of the research departments of leading ICT companies, has a core of eleven performance clusters. The performance clusters are elaborated in dedicated workshops:
- Technology Transfer
- Future Business Opportunities
- Research Portfolio Management
- Intellectual Property
- Operational Excellence
- Talent Pool
- Presence in Scientific Community
- Collaboration with Academia
- Collaboration with Partners and Customers
In addition to the workshop series we provide tailor made solutions for each client building on following packages, which are independent, but sequentially build on each other:
STEP 1: QUICK SCAN
Conduct Company Diagnosis: understand business and organization needs and challenges with respect to company and R&D goals and objectives.
Result: state-of-the-art overview
STEP 2: IN-DEPTH ANALYSIS
Analyze the current goals of your research organization and develop their relevance. Develop a set of KPIs for each goal.
Result: Performance Criteria Map
STEP 3: IMPLEMENTATION
Support change management with respect to new or changed goals and the changes to the associate processes.
Result: Process descriptions, before and after analysis
STEP 4: BENCHMARKING
Analysis along business partners and competitors.
Result: Benchmark report