Report on Strategic Performance Control

8/9/2019 Report on Strategic Performance Control

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REPORT

ON

Strategic Performance Control

BY

Srikant Adhikarla- 09BS0002409

Shivani Palod-09BS0002237

Vineet Yadav-09BS0002713

Shantanu Singh-09BS0002170

Atul Jain-09BS0003065


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AT

A report submitted in partial fulfillment of the requirements of

MBA Program of ICFAI University, Dehradun

Distribution List

Prof. T.M.C.VARADARAJAN- IBS Mumbai

Date of Submission: 31 August, 2010


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Strategic performance management (SPM) has become an important vehicle for businessmanagement in today's turbulent business environment. Therefore SPM has attracted much

research interest from the side of both scientists and policy-makers. The question is however

whether SPM has brought added value for organizations.

Significant changes in the business environment may make it difficult for an organization to

survive n the market place.

Strategic changes takes place the form of

1. Changing competitor moves2. Changing customer value-price perceptions3. Changing technology conditions4. Changing competitor profile5. Changing Supplier equations

Vision and Mission

The vision and Mission statements together provide the growth directions for the organizations

and control the allocation of resources.

For ex, a theater complex might define its mission as exhibiting movies. On the other hand a

theater complex might define its vision as providing entertainment.

Entertainment is broader than movie exhibition and will permit the organization to have business

activate like video game consoles and dining outlets built into the premises of the complex that

exhibits movies.

Such an organization, in order to grow, will not engage in business activates like cement

manufacturing, retailing apparel, or selling computers

Vision and Mission of Dabur India

Dabur India the fourth largest FMCG CompanysVision is Dedicated to the health and well-

being of every household


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Strategies that an organization adopts control its strategic positioning, which translates intocustomer perception of the organizations products and services. The resources and strengths

available with the organization and the strategic gaps existing in the marketplace play a key role

in the choice of strategy that controls its performance

Critical success factors and controls (CSF)

Critical success factor (CSF) is the term for an element that is necessary for an organization or

project to achieve its mission. It is a critical factor or activity required for ensuring the success of

a company or an organization. The term was initially used in the world of data analysis, and

business analysis. For example, a CSF for a successful Information Technology (IT) project is

user involvement."Critical success factors are those few things that must go well to ensure

success for a manager or an organization, and, therefore, they represent those managerial or

enterprise area, that must be given special and continual attention to bring about high

performance. CSFs include issues vital to an organization's current operating activities and to its

future success."

Each industry will have a different set of critical success factors. For instance, in the case of

grocery chains such as reliance Fresh, one of the critical success factors would be to source farm

fresh vegetables at low prices which will translate into building sustainable supplier

relationships.

For example, in dominos pizza, the critical success factors are related to four broad areas,

customers preference fro pizza as a food item, its ability to prepare a pizza within a short time,

to deliver it within 30 minutes of recording the order, and the store location. Since dominosbusiness model is based on home delivery, the speed of preparing the pizza and delivering it are

the critical success factors.


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Each industry will have a different set of critical success factors. For instance, in the case of

grocery chains such as reliance Fresh, one of the critical success factors would be to source farm

fresh vegetables at low prices which will translate into building sustainable supplier relationships

For each organization the critical success factors may be different, depending on its mission and

strategic goals. The strategic controls ensure that there is an alignment between the mission and

strategic goals.

For example the mission of a television manufacturing organization may be to be recognized as a

top end organization in its industry. The strategic goal would be to frequently introduce state of

the art products in the electronics industry. The critical success factor for the organization would

be the research and development activity and speed to the market with new versions

Once the organization has decided on the critical success factors, it becomes necessary to track

the activities that lead to their achievements and to monitor the performance of each of these

activates. Performance measures are required for the organization to know whether the approach

it is taking to address the critical\success factors.

Performance Measurement

Performance measures can be of three types

Performance indicators

Key performance indicators

Key result indicators

A performance indicator or key performance indicator (KPI) is a measure of performance.Such measures are commonly used to help an organization define and evaluate how successful it

is, typically in terms of making progress towards its long-term organizational goals. KPIs can be

specified by answering the question, "What is really important to different stakeholders?" KPIs

may be monitored using Business Intelligence techniques to assess the present state of the

business and to assist in prescribing a course of action. The act of monitoring KPIs in real-time is


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known as business activity monitoring (BAM). KPIs are frequently used to "value" difficult to

measure activities such as the benefits of leadership development, engagement, service, and

satisfaction. KPIs are typically tied to an organization's strategy using concepts or techniquessuch as the Balanced Scorecard. The KPIs differ depending on the nature of the organization and

the organization's strategy. They help to evaluate the progress of an organization towards its

vision and long-term goals, especially toward difficult to quantify knowledge-based goals.

A KPI is a key part of a measurable objective, which is made up of a direction, KPI, benchmark,

target, and time frame. For example: "Increase Average Revenue per Customer from 10 to 15

by EOY 2008." In this case, 'Average Revenue per Customer' is the KPI.

KPIs should not be confused with a Critical Success Factor. For the example above, a critical

success factor would be something that needs to be in place to achieve that objective; forexample, an attractive new product.

Relation to Key Performance Indicator

A critical success factor is not a key performance indicator (KPI). Critical success factors are

elements that are vital for a strategy to be successful. KPIs are measures that quantify

management objectives and enable the measurement of strategic performance. A critical success

factor is what drives the company forward, it is what makes the company or breaks the company.

As staff must ask themselves everyday 'Why would customers choose us?' and they will find the

answer is the critical success factors.

An example:

KPI = Number of new customers.

CSF = Installation of a call centre for providing quotation

Performance indicators

An organization may have a variety of performance indicators indifferent areas.

Marketing performance indicator

HR performance indicator

Production performance indicator

Performance indicators may be lead indicators or lag indicators


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Lead indicators or lag indicators

In the Domino pizza example, consider the performance indicator, late delivery of pizzas. This

may be considered as a lag indicator (focus is on late) as well as a performance lead indicator

(focus is on

delivery).

Good performance indicators are specific, measurable, attainable, realistic, and a have time

perspective

A performance indicator or key performance indicator (KPI) is a measure

of performance. Such measures are commonly used to help an organization define and evaluate

how successful it is, typically in terms of making progress towards its long-term organizational

goals. KPIs can be specified by answering the question, "What is really important to

different stakeholders?" KPIs may be monitored using Business Intelligence techniques to assess

the present state of the business and to assist in prescribing a course of action. The act of

monitoring KPIs in real-time is known as business activity monitoring (BAM). KPIs are

frequently used to "value" difficult to measure activities such as the benefits of leadership

development, engagement, service, and satisfaction. KPIs are typically tied to an organization's

strategy using concepts or techniques such as the Balanced Scorecard.

The KPIs differ depending on the nature of the organization and the organization's strategy. They

help to evaluate the progress of an organization towards its vision and long-term goals,

especially toward difficult to quantify knowledge-based goals.

A KPI is a key part of a measurable objective, which is made up of a direction, KPI, benchmark,

target, and time frame. For example: "Increase Average Revenue per Customer from `100 to

`150 by EOY 2008." In this case, 'Average Revenue per Customer' is the KPI.

KPIs should not be confused with a Critical Success Factor. For the example above, a critical

success factor would be something that needs to be in place to achieve that objective; for

example, an attractive new product.


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Some Important Aspects

Key performance indicators (KPIs) are measures by which the performances of organizations,business units, and their division, departments and employees are periodically assessed.

In a corporate environment where the Balanced Scorecard (BSC) methodology is to review and

track performances, the KPIs are defined as part of a hierarchical decision-making process, this

process is briefly outlined below.

1. The strategy map of the organization is first formulated, and involves the definition of

business, managerial and operational strategies in each of the four perspectives of the Balanced

Scorecard, with due regard to the vertical and horizontal inter-dependencies between them. The

four perspectives are Financial, Customer, Internal Processes and Learning & Growth.

2. Objectives are defined under each strategy. These objectives should be SMART goals -

Specific, Measurable, Achievable, Realistic and Time-limited.

3. KPIs are determined under each objective.

a. KPIs should be acceptable, understood, meaningful and measurable. They should not be

defined in such a way that their fulfilment would be hampered by factors seen as non-

controllable by the organizations or individuals responsible. Such KPIs would tend not to be

accepted.

b. Sometimes, actual values of KPIs that are required for comparison with target values duringperiodic performance review in the BSC process cannot be made, since there is no method or

process in place to measure and collect the actual figures. In such a case, the use of these KPIs

should be started after such a process is designed and deployed. All efforts should be made to put

a process in place quickly.

c. KPIs should be meaningful in that the fulfilment of their targets actively contributes to

organizational improvement. For instance, the measure Training man-days under the objective

Provide adequate employee training under the Learning and Growth perspective is not very

meaningful since the fulfilment of the target in man-days alone does not indicate the usefulness

of training. Hence, in addition, a suitable objective called Maximize Training Effectiveness,and a measurable KPI may be defined under this new objective. This new KPI might, for

instance, be called Percentage of training programs put to practical use within three months

after training.


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d. Typically, there will be some variability in measures defined for each strategic business unit

(SBU) of a company. The diversity of the KPIs will be due to differences in the product/service

segments, business environments, markets, technologies, regional disparities, etc. in the businessunits. At the same time, however, the definers of KPIs must identify those that would be

common irrespective of the nature, scope and location of the diverse businesses, and ensure that

such KPIs are defined for all the SBUs.

4. The necessary inter-dependencies between strategies defined in the strategy map means that

strategies of the lower-level perspectives of the Balanced Scorecard framework are aligned with

those of the higher-level perspectives. For example, the strategies of the customer perspective are

aligned with those of the financial perspective, hence achievement of the objectives of the

customer perspective are important in itself, but also as a sort of necessary condition for the

achievement of objectives of the financial perspectives. Thus the lower objectives need to bealigned with the higher ones.

5. From the above, it follows that there should be similar alignment of the measures (KPIs)

selected for each objective with the measures of the higher objectives, and this fact must be

kept firmly in mind while defining them.

6. Numerical targets are set for each KPI. These may be in terms of:

a. A single value

b. An upper limit

c. A lower limit

d. A range of values

e. A percentage of a specific quantity/value

f. A scheduled date by which a given task is to be completed, etc.

Identifying Indicators of Organization

Performance indicators differ from business drivers & aims (or goals). A school might consider

the failure rate of its students as a Key Performance Indicator which might help the school


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understand its position in the educational community, whereas a business might consider the

percentage of income from return customers as a potential KPI.

But it is necessary for an organization to at least identify its KPIs. The key environments for

identifying KPIs are:

Having a pre-defined business process (BP). Requirements for the business processes. Having a quantitative/qualitative measurement of the results and comparison with set

goals.

Investigating variances and tweaking processes or resources to achieve short-term goals.A KPI can follow the SMART criteria. This means the measure has a Specific purpose for the

business, it is Measurable to really get a value of the KPI, the defined norms have to

be Achievable, the KPI has to be Relevant to measure (and thereby to manage) and it must

be Time phased, which means the value or outcomes are shown for a predefined and relevant

period.

Marketing KPIs

Some examples are:

1. New customers acquired2. Demographic analysis of individuals (potential customers) applying to become

customers, and the levels of approval, rejections, and pending numbers.

3. Status of existing customers4. Customer attrition5. Turnover (i.e., Revenue) generated by segments of the customer population.6. Outstanding balances held by segments of customers and terms of payment.7. Collection of bad debts within customer relationships.8. Profitability of customers by demographic segments and segmentation of customers by

profitability.


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Many of these customer KPIs are developed and managed with customer relationship

management (CRM) software.

Faster availability of data is a competitive issue for most organizations. For example, businesses

which have higher operational/credit risk (involving for example credit cards or wealth

management) may want weekly or even daily availability of KPI analysis, facilitated by

appropriate IT systems and tools.

KPIs for Manufacturing

Overall equipment effectiveness, or OEE, is a set of broadly accepted non-financial metrics

which reflect manufacturing success.

Cycle TimeCycle time is the total time from the beginning to the end of your process, as defined by you and

your customer. Cycle time includes process time, during which a unit is acted upon to bring it

closer to an output, and delay time, during which a unit of work is spent waiting to take the next

action.

Cycle Time RatioCTR = Standard Cycle Time /Real Cycle Time

Utilization Rejection rate

[Edit]KPIs for Supply Chain Management

Businesses can utilize KPIs to establish and monitor progress toward a variety of goals,

including lean manufacturing objectives, MBE (Minority Business Enterprise) and diversity

spending, environmental "green" initiatives, cost avoidance (CA) programs and low-cost country

sourcing (LCCS) targets.

Any business, regardless of size, can better manage supplier performance with the help of KPIsrobust capabilities, which include:

Automated entry and approval functions On-demand, real-time scorecard measures


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Single data repository to eliminate inefficiencies and maintain consistency

Advanced workflow approval process to ensure consistent procedures

Flexible data-input modes and real-time graphical performance displays Customized cost savings documentation (CSD) Simplified setup procedures to eliminate dependence upon IT resources.

Main SCM KPIs will detail the following processes:

sales forecasts inventory procurement and suppliers warehousing transportation reverse logistics

Suppliers can implement KPIs to gain an advantage over the competition. Suppliers have instant

access to a user-friendly portal for submitting standardized cost savings templates. Suppliers and

their customers exchange vital supply chain performance data while gaining visibility to the

exact status of cost improvement projects and cost savings documentation (CSD).

[Edit]Categorization of indicators

Key Performance Indicators define a set of values used to measure against. These raw sets of

values fed to systems to summarize information against are called indicators. Indicators

identifiable as possible candidates for KPIs can be summarized into the following sub-categories:

Quantitative indicators which can be presented as a number. Practical indicators that interface with existing company processes. Directional indicators specifying whether an organization is getting better or not. Actionable indicators are sufficiently in an organization's control to effect change.


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Financial indicators used in performance measurement and when looking atan operating index

Key Performance Indicators in practical terms and strategy development means are objectives to

be targeted that will add the value to the business most (most = KEY INDICATORS OF

SUCCESS).

CSFs are an explicit representation of the key performance areas of an organization. In this

context, CSFs define those sustaining activities that an organization must perform well over time

to accomplish its mission. They are found at every level of management, from executive to line

management. Each organization also has a set of CSFs that it inherits from the particular industry

in which it operates. To apply the CSF method and to use CSFs as an analysis tool, it is

important to understand how they relate to the organizations strategic drivers and competitive

environment. This section provides a foundation for understanding CSFs and defines these

important relationships.

CSFs Defined

The term critical success factor has been adapted for many different uses. Familiarity with the

term is often presented in the context of a project or an initiative (i.e., the CSFs for the

implementation of an ERP system or the deployment of a diversity program). In this context,

CSFs describe the underlying or guiding principles of an effort that must be regarded to ensure

that it is successful.

A slight distinction must be made when considering CSFs as a strategic driver at the

organizational or enterprise level (as is done in this report). In this context, CSFs are more than

just guiding principles; instead, they are considered to be an important component of a strategic

plan that must be achieved in addition to the organizations goals and objectives. While this

distinction is subtle, it is intended to point out that an organizations CSFs are not just to be kept

in mind; their successful execution must drive the organization toward accomplishing its

mission.


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The fact that CSFs can be defined in so many different ways speaks to their elusive nature.

Managers generally recognize their CSFs (and the organizations) when they see or hear them,

but may be unable to clearly and concisely articulate them or appreciate their importance.

In fact, most managers are aware of the variables they must manage to be successful, yet only

when problems arise and root causes are identified are these variables made explicit. For

example, suppose an organization finds an alarming number of duplicate payments to vendors.

They might conclude that this problem is related to poor staff training or high levels of staff

turnover. As a result, the effective management of human resources (attracting, training,

retaining) might be identified as an important factor that can impede the achievement of their

strategic goals. In the process, they have explicitly defined a CSF for the organization. CSFs are

powerful because they make explicit those things that a manager intuitively, repeatedly, and even

perhaps accidentally knows and does (or should do) to stay competitive. However, when madeexplicit, a CSF can tap the intuition of a good manager and make it available to guide and direct

the organization toward accomplishing its mission.

Goals versus CSFs

In traditional strategic planning and management, the definition of a goal or an objective is fairly

well known; however, defining a CSF is much less clear [Rockhart 81]. Thus, CSFs are often

confused with organizational goals. For the purpose of this report, we define organizational goals

as targets that are established to achieve the organizations mission. They are very specific10 as

to what must be achieved, when it is to be achieved, and by whom. Effective goals have a

quantitative element that is measurable to determine if the goal has been achieved. Goals can be

decomposed into operational activities to be performed throughout the organization.


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Goals vs. CSFs

Goals and CSFs go hand-in-hand. Both are needed to accomplish the organizations mission, and

neither can be ignored without affecting the other. Because they are both integral parts of an

organizations strategic plan, their relationship must be considered. For example, a person might

have a goal of losing 10 pounds by the end of the year. To achieve this goal, the person would

have to be mindful of a few key factorsimproving his or her diet and nutrition, exercising

regularly, and avoiding tempting social gatherings. Careful attention to these key factors will

enable the person to achieve the goal of losing 10 pounds; conversely, inattention to these factors

will inhibit achievement of the goal.

Relationship between Goals and CSFs

The strong relationship between goals and CSFs results from the fact that managers are the

origin of both goals and CSFs. When managers set goals, they also implicitly consider what they

need to do to be successful at achieving the goals. Thus, it is likely that managers consciously


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consider their CSFs during goal setting and consequently create the bond between goals and

CSFs that is needed to contribute to accomplishing the organizations mission. In this way, the

influence of CSFs on goal achievement is made explicit, even if the actual CSFs are not.Organizations that have been successful at achieving their goals have also likely achieved their

CSFs, albeit in a less observable way. Thus, goals sometimes resemble CSFs because they

embody the importance of a key performance area.

Usually a goal is immediately discernible from a CSF because of its specificity. A CSF for the

organization may be more general and is likely to be related to more than one goal. Consider the

following goals for a large manufacturing company:

Increase sales in our Northeast division by 10% by 2nd quarter, 2004.

Decrease travel expenses by 5% in the next 30 days.

Expand product line to include widgets and gadgets.

Increase expansion by opening at least two retail stores in at least two European markets by 3rd

quarter 2006.

The first goal might be commonly found in many commercial organizations: to achieve a 10%

increase in sales in a divisional unit. To achieve this goal, the manufacturing company is stating

an implicit dependence on the organizations ability to perform well in a few key areas. While

the goal is simple, it reflects many key underlying assumptions or conditions. Implicitly, this

goal states that

The growth of the company is dependent on the organizations capability for increasing sales.

Sales staff must be empowered and enabled to meet the challenge of attaining an increase of

10%.

The company must act quickly because it needs to retain and grow its market share in the

Northeast as other competitors ramp up.


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The Northeast division is an important area in which sales expansion brings the company a

competitive advantage.

These assumptions or conditions embody CSFs that are directly related to the potential success in

achieving the goal. For example, consider the following dependencies between the goal,

underlying assumptions and conditions, and CSFs:

Relationship between Goals and CSFs

The importance of the CSFs in helping the manufacturing company achieve its goals cannot be

overstated. In this example, at least one of the CSFsattract, train, and retain competent sales

staffis vitally important if the company wants to achieve the goal of attaining a 10% increasein sales. If the company fails to consistently retain qualified sales staff, the goal cannot be

achieved, and in the long run, the manufacturing companys mission may be in jeopardy.


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The Superiority of CSFs over Goals

Goals alone can be an unreliable predictor of an organizations ability to successfully accomplish

its mission. This is because goal-setting in many organizations is at best a subjective exercise and

often is strongly influenced by or derived from a performance management system rather than a

strategic planning exercise. Often, goals are set with an eye to their achievability rather than how

they contribute to accomplishing the mission. For example, an organization may realize that it is

failing to accomplish its mission even though it has successfully achieved its goals. This can

occur because the goals have not been aligned with the organizations strategic plan; thus their

achievement does not propel the organization forward. On the other hand, CSFs are less likely to

be biased toward achievement. While CSFs are derived from and reflect the considerations of

management, they are also inherited by the organization from the industry in which it operates itsposition relative to peer organizations, and the effects of the current operating climate and

environment. As a result, even though an organization may not achieve its goals, achieving CSFs

may still get the organization closer to accomplishing the mission. Organizations that have

achieved their goals but failed at their missions may have ignored the achievement of their CSFs.

The connectionbetween organizationss operating environment and CSFs make them

collectively more reliable as a predictor of the organizations capabilities for accomplishing the

mission. To further develop this assertion, it is useful to explore the various sources of CSFs in

more detail.

Sources of CSFs

CSFs are generally described within the sphere of influence of a particular manager. But there

are many levels of management in a typical organization, each of which may have vastly

different operating environments. For example, executive-level managers may be focused on the

external environment in which their organizations live, compete, and thrive. In contrast, line-

level managers may be concerned with the operational details of the organization and therefore

are focused on what they need to do to achieve their internal, operational goals. Because of these

different operational domains, the CSFs for the organization will come from many differentsources. All are important for the organization as a whole to accomplish its mission, regardless

of their source.


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Industry CSFs

Every organization inherits a particular set of operating conditions and challenges that areinherent to the industry (or segment of the industry) in which it chose to do business. This results

in a unique set of CSFs that organizations in a particular industry must achieve to maintain or

increase their competitive positions, achieve their goals, and accomplish their missions. For

example, consider an organization in the airline industry. As a member of this industry, the

organization inherits CSFs such as deliver on-time service or move away from the hub-and-

spoke system. Failure to achieve these CSFs may render the organization unable to stay

competitive in its industry and may ultimately result in its exit.

Example of Industry CSFs for an Airline

Industry CSFs do not necessarily apply only to a commercial or profit-oriented mission. In

reality, the concept of industry CSFs can apply to organizations that have a commercial,

educational, public-service, or non-profit orientation.


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Competitive-Position or Peer CSFs

Peer-group CSFs are a further delineation of industry-based CSFs. They define those CSFs thatare specific to the organizations unique position relative to their peer group in the industry in

which they operate or compete. For example, an organization may be a leader or a laggard in a

particular industry. If they are a leader, they may have CSFs that are aimed at ensuring they

maintain or increase their market share against other organizations in the industry.

On the other hand, if considered a laggard, the organization may have specific CSFs aimed at

closing the gap and improving their competitive position relative to other organizations in their

industry. In the case of the airline, an example of a peer-group CSF may be to reduce cost per

passenger mile or increase code share partnerships. These CSFs may be necessary for the

company to increase market share in new geographical areas and to maintain or increase theircompetitive positions.

Example of Peer CSFs for an Airline


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Management-Position CSFs

Every layer of management has a different perspective and focus in the organization. Thisdivision of labor ensures that both tactical and strategic actions are taken to accomplish the

organizations mission. Managers have different focuses and priorities depending on the layer of

management in which they operate. This translates into a set of CSFs that reflect the type of

responsibilities required by the managers position in the organization. In fact, the CSFs that are

inherent to the level of management may be universal across different organizations in the same

industry. For example, executive-level managers may have CSFs that focus on risk management,

whereas operational unit managers may have CSFs that address production control or cost

control.

Figure 9: Example of Management-Position CSFs for an Airline Manager


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Importance of CSF Sources and Dimensions

The source and dimension of a CSF provides additional information for understanding the

importance of a CSF and its contribution to the accomplishment of the organizations mission.

To be effective, managers must consider and monitor a wide range of activities, events, nd

conditions that occur throughout the organization and in the external environment in which the

organization operates. Gathering CSFs that incorporate and reflect various CSF sources and

dimensions provides an effective delineation of a managers field of visiona representation of

the depth and breadth of the managers responsibilities.

General Advantages of a CSF-Based Approach

Throughout this report, the advantages of developing and applying CSFs are presented. The

seemingly endless ways in which they can be of use to an organization speaks to their simple

nature and broad applicability.

CSFs can reduce organizational ambiguity. Developing and communicating a set of CSFs can

reduce the dependence on theperceivedaims of the organization. CSFs reflect the implicit,

collective drivers of key managers and as a result are a more dependable and independent

articulation of the organizations key performance areas.

CSFs are more dependable than goals as a guiding force for the organization. An organization

can set good goals that, in theory, will move the organization toward its mission. However, if the

goals are poorly articulated or developed, this is not guaranteed. CSFs are reflective of what

good managers do well to move the organization toward its mission, regardless of the quality of

the goals that have been set.

CSFs are more likely to reflect the current operating environment of the organization. Goal

setting tends to be a cyclical (i.e., yearly) activity that is seldom revisited until performance

measurement. Used properly, CSFs are likely to be more dynamic and to reflect current

operating conditions (particularly because of the many sources of CSFs).

CSFs provide a key risk-management perspective for the organization to consider. The risk

perspective of executive-level managers is built into CSFs, so their radar screen is exposed to

the organization as a whole.


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CSFs can be valuable for course correction. When CSFs are made explicit, managers oftenrealize that their perception of what is important to the organization may not match reality or

they may realize that they dont fully understand the current operational climate. Thus, they can

use CSFs to realign their operating activities.

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Report on Strategic Performance Control