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KPI, <00:00:10.439><c>Key </c><00:00:10.638><c>Performance </c><00:00:10.837><c>Indicator, </c><00:00:11.036><c>is </c><00:00:11.235><c>a </c><00:00:11.434><c>metric </c><00:00:11.633><c>that </c><00:00:11.832><c>measures </c><00:00:12.031><c>how </c><00:00:12.230><c>well </c><00:00:12.429><c>a </c><00:00:12.628><c>team,</c>

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KPI, Key Performance Indicator, is a metric that measures how well a team,
 

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KPI, Key Performance Indicator, is a metric that measures how well a team,
department, <00:00:13.697><c>or </c><00:00:13.954><c>organization </c><00:00:14.211><c>is </c><00:00:14.468><c>achieving </c><00:00:14.725><c>its </c><00:00:14.982><c>key </c><00:00:15.239><c>goals</c>

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department, or organization is achieving its key goals
 

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.  <00:00:19.259><c>KPIs </c><00:00:20.399><c>are</c>

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.  KPIs are
 

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.  KPIs are
like <00:00:20.941><c>milestones </c><00:00:21.042><c>in </c><00:00:21.143><c>the </c><00:00:21.244><c>business </c><00:00:21.345><c>journey, </c><00:00:21.446><c>telling </c><00:00:21.547><c>you </c><00:00:21.648><c>whether </c><00:00:21.749><c>you </c><00:00:21.850><c>are </c><00:00:21.951><c>moving </c><00:00:22.052><c>in </c><00:00:22.153><c>the </c><00:00:22.254><c>right </c><00:00:22.355><c>direction</c>

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like milestones in the business journey, telling you whether you are moving in the right direction
 

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like milestones in the business journey, telling you whether you are moving in the right direction
or <00:00:23.900><c>if </c><00:00:24.960><c>you</c>

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or if you
 

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or if you
need <00:00:25.590><c>to </c><00:00:25.780><c>adjust </c><00:00:25.970><c>your </c><00:00:26.160><c>approach</c>

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need to adjust your approach
 

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need to adjust your approach
.  <00:00:28.092><c>KPIs </c><00:00:28.825><c>can </c><00:00:29.558><c>be</c>

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.  KPIs can be
 

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.  KPIs can be
high-level <00:00:29.978><c>metrics, </c><00:00:30.116><c>such </c><00:00:30.254><c>as </c><00:00:30.392><c>the </c><00:00:30.530><c>growth </c><00:00:30.668><c>of </c><00:00:30.806><c>a </c><00:00:30.944><c>company's </c><00:00:31.082><c>overall </c><00:00:31.220><c>revenue, </c><00:00:31.358><c>or</c>

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high-level metrics, such as the growth of a company's overall revenue, or
 

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simple <00:00:34.308><c>metrics, </c><00:00:34.496><c>such </c><00:00:34.684><c>as </c><00:00:34.872><c>the </c><00:00:35.060><c>average </c><00:00:35.248><c>response </c><00:00:35.436><c>time </c><00:00:35.624><c>of </c><00:00:35.812><c>customer </c><00:00:36.000><c>service</c>

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simple metrics, such as the average response time of customer service
 

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simple metrics, such as the average response time of customer service
.  <00:00:37.264><c>For </c><00:00:37.728><c>example, </c><00:00:38.192><c>market </c><00:00:38.656><c>share </c><00:00:39.120><c>or</c>

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.  For example, market share or
 

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.  For example, market share or
brand <00:00:39.968><c>awareness </c><00:00:40.136><c>can </c><00:00:40.304><c>be </c><00:00:40.472><c>high-level </c><00:00:40.640><c>indicators, </c><00:00:40.808><c>while </c><00:00:40.976><c>the </c><00:00:41.144><c>number </c><00:00:41.312><c>of</c>

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brand awareness can be high-level indicators, while the number of
 

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brand awareness can be high-level indicators, while the number of
website <00:00:42.560><c>visitors </c><00:00:43.360><c>or</c>

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website visitors or
 

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website visitors or
employee <00:00:44.706><c>training </c><00:00:45.292><c>completion </c><00:00:45.878><c>rates</c>

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employee training completion rates
 

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employee training completion rates
can <00:00:46.909><c>be </c><00:00:47.458><c>simple </c><00:00:48.007><c>indicators.  </c><00:00:48.556><c>These</c>

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can be simple indicators.  These
 

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can be simple indicators.  These
metrics <00:00:49.143><c>provide </c><00:00:49.407><c>data-driven </c><00:00:49.671><c>clarity </c><00:00:49.935><c>to </c><00:00:50.199><c>help</c>

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metrics provide data-driven clarity to help
 

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metrics provide data-driven clarity to help
track <00:00:51.819><c>progress </c><00:00:52.919><c>and</c>

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track progress and
 

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track progress and
enable <00:00:53.539><c>everyone </c><00:00:53.758><c>to </c><00:00:53.977><c>focus </c><00:00:54.196><c>on </c><00:00:54.415><c>the </c><00:00:54.634><c>most </c><00:00:54.853><c>important </c><00:00:55.072><c>goals</c>

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.  <00:01:01.527><c>KPI </c><00:01:01.975><c>setting </c><00:01:02.423><c>must </c><00:01:02.871><c>be </c><00:01:03.319><c>done</c>

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.  KPI setting must be done
 

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.  KPI setting must be done
after <00:01:04.799><c>careful </c><00:01:05.798><c>review.</c>

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after careful review.
 

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after careful review.
1. <00:01:07.339><c>Defining </c><00:01:07.879><c>Goals.</c>

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1. Defining Goals.
 

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Define <00:01:12.773><c>the </c><00:01:12.946><c>overall </c><00:01:13.119><c>goal </c><00:01:13.292><c>you </c><00:01:13.465><c>intend </c><00:01:13.638><c>to </c><00:01:13.811><c>achieve. </c><00:01:13.984><c>This </c><00:01:14.157><c>could </c><00:01:14.330><c>be </c><00:01:14.503><c>increased </c><00:01:14.676><c>sales,</c>

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Define the overall goal you intend to achieve. This could be increased sales,
 

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Define the overall goal you intend to achieve. This could be increased sales,
improved <00:01:15.519><c>customer </c><00:01:15.998><c>satisfaction, </c><00:01:16.477><c>or </c><00:01:16.956><c>increased </c><00:01:17.435><c>efficiency</c>

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improved customer satisfaction, or increased efficiency
 

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improved customer satisfaction, or increased efficiency
.  <00:01:18.192><c>Clear </c><00:01:18.744><c>goals </c><00:01:19.296><c>are </c><00:01:19.848><c>the </c><00:01:20.400><c>foundation</c>

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.  Clear goals are the foundation
 

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.  Clear goals are the foundation
of <00:01:21.319><c>effective </c><00:01:21.559><c>KPI </c><00:01:21.799><c>setting</c>

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of effective KPI setting
 

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of effective KPI setting
.  <00:01:23.385><c>2. </c><00:01:23.810><c>When </c><00:01:24.235><c>creating </c><00:01:24.660><c>an </c><00:01:25.085><c>SMT </c><00:01:25.510><c>summer, </c><00:01:25.935><c>you </c><00:01:26.360><c>must</c>

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.  2. When creating an SMT summer, you must
 

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set <00:01:38.005><c>it </c><00:01:38.130><c>up </c><00:01:38.255><c>to </c><00:01:38.380><c>include </c><00:01:38.505><c>specific </c><00:01:38.630><c>measurable </c><00:01:38.755><c>medium </c><00:01:38.880><c>abel, </c><00:01:39.005><c>achievable </c><00:01:39.130><c>abel, </c><00:01:39.255><c>relevant </c><00:01:39.380><c>relevant </c><00:01:39.505><c>time </c><00:01:39.630><c>limit, </c><00:01:39.755><c>time </c><00:01:39.880><c>bound, </c><00:01:40.005><c>etc.  </c><00:01:40.130><c>In </c><00:01:40.255><c>other </c><00:01:40.380><c>words, </c><00:01:40.505><c>you </c><00:01:40.630><c>must</c>

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set it up to include specific measurable medium abel, achievable abel, relevant relevant time limit, time bound, etc.  In other words, you must
 

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set it up to include specific measurable medium abel, achievable abel, relevant relevant time limit, time bound, etc.  In other words, you must
clearly <00:01:41.519><c>define </c><00:01:41.838><c>what </c><00:01:42.157><c>to </c><00:01:42.476><c>measure, </c><00:01:42.795><c>ensure </c><00:01:43.114><c>it </c><00:01:43.433><c>is</c>

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clearly define what to measure, ensure it is
 

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clearly define what to measure, ensure it is
feasible, <00:01:44.127><c>and </c><00:01:44.495><c>have </c><00:01:44.863><c>a </c><00:01:45.231><c>time </c><00:01:45.599><c>limit</c>

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feasible, and have a time limit
 

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feasible, and have a time limit
.  <00:01:46.949><c>3. </c><00:01:47.499><c>Align </c><00:01:48.049><c>with </c><00:01:48.599><c>strategy.</c>

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.  3. Align with strategy.
 

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.  3. Align with strategy.
KPIs <00:01:50.805><c>must </c><00:01:51.090><c>align </c><00:01:51.375><c>with </c><00:01:51.660><c>the </c><00:01:51.945><c>broader </c><00:01:52.230><c>business </c><00:01:52.515><c>strategy</c>

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KPIs must align with the broader business strategy
 

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KPIs must align with the broader business strategy
.  <00:01:55.799><c>KPIs</c>

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.  KPIs
 

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.  KPIs
must <00:01:56.296><c>directly </c><00:01:56.473><c>contribute </c><00:01:56.650><c>to </c><00:01:56.827><c>the </c><00:01:57.004><c>success </c><00:01:57.181><c>of </c><00:01:57.358><c>organizational </c><00:01:57.535><c>goals, </c><00:01:57.712><c>and</c>

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must directly contribute to the success of organizational goals, and
 

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must directly contribute to the success of organizational goals, and
everyone <00:01:58.508><c>must </c><00:01:58.696><c>be </c><00:01:58.884><c>able </c><00:01:59.072><c>to </c><00:01:59.260><c>understand </c><00:01:59.448><c>why </c><00:01:59.636><c>these </c><00:01:59.824><c>indicators </c><00:02:00.012><c>are </c><00:02:00.200><c>important</c>

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everyone must be able to understand why these indicators are important
 

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everyone must be able to understand why these indicators are important
.  <00:02:01.208><c>4. </c><00:02:01.816><c>Identification </c><00:02:02.424><c>of </c><00:02:03.032><c>measurement </c><00:02:03.640><c>indicators</c>

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.  4. Identification of measurement indicators
 

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.  4. Identification of measurement indicators
.  <00:02:04.892><c>Once </c><00:02:05.385><c>the </c><00:02:05.878><c>goal </c><00:02:06.371><c>becomes </c><00:02:06.864><c>clear, </c><00:02:07.357><c>create</c>

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.  Once the goal becomes clear, create
 

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.  Once the goal becomes clear, create
visualized <00:02:08.159><c>indicators </c><00:02:08.559><c>to </c><00:02:08.959><c>show </c><00:02:09.359><c>progress</c>

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visualized indicators to show progress
 

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visualized indicators to show progress
.  <00:02:10.840><c>For </c><00:02:11.120><c>example, </c><00:02:11.400><c>if </c><00:02:11.680><c>the </c><00:02:11.960><c>goal </c><00:02:12.240><c>is </c><00:02:12.520><c>customer</c>

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.  For example, if the goal is customer
 

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.  For example, if the goal is customer
retention, <00:02:13.030><c>you </c><00:02:13.260><c>can </c><00:02:13.490><c>measure </c><00:02:13.720><c>repeat </c><00:02:13.950><c>purchase </c><00:02:14.180><c>rates </c><00:02:14.410><c>or </c><00:02:14.640><c>churn</c>

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retention, you can measure repeat purchase rates or churn
 

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retention, you can measure repeat purchase rates or churn
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.  5.
 

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.  5.
Assignment of Responsibility.

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Assignment of Responsibility.
 

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Designate <00:02:23.170><c>a </c><00:02:23.381><c>person </c><00:02:23.592><c>to </c><00:02:23.803><c>track </c><00:02:24.014><c>and </c><00:02:24.225><c>manage </c><00:02:24.436><c>each </c><00:02:24.647><c>KPI.  </c><00:02:24.858><c>For </c><00:02:25.069><c>example, </c><00:02:25.280><c>assign</c>

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Designate a person to track and manage each KPI.  For example, assign
 

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Designate a person to track and manage each KPI.  For example, assign
clear <00:02:26.116><c>roles </c><00:02:26.232><c>and </c><00:02:26.348><c>goals </c><00:02:26.464><c>to </c><00:02:26.580><c>team </c><00:02:26.696><c>members </c><00:02:26.812><c>responsible </c><00:02:26.928><c>for </c><00:02:27.044><c>specific </c><00:02:27.160><c>KPIs </c><00:02:27.276><c>and </c><00:02:27.392><c>have </c><00:02:27.508><c>them</c>

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clear roles and goals to team members responsible for specific KPIs and have them
 

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report <00:02:30.706><c>on </c><00:02:31.052><c>progress </c><00:02:31.398><c>periodically.</c>

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Setting <00:02:38.200><c>key </c><00:02:38.560><c>performance </c><00:02:38.920><c>indicators </c><00:02:39.280><c>is</c>

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Setting key performance indicators is
 

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crucial <00:02:44.975><c>for </c><00:02:45.110><c>an </c><00:02:45.245><c>organization </c><00:02:45.380><c>to </c><00:02:45.515><c>achieve </c><00:02:45.650><c>strategic </c><00:02:45.785><c>goals </c><00:02:45.920><c>and </c><00:02:46.055><c>maximize </c><00:02:46.190><c>operational </c><00:02:46.325><c>efficiency.  </c><00:02:46.460><c>KPIs </c><00:02:46.595><c>concretize </c><00:02:46.730><c>the </c><00:02:46.865><c>organization's </c><00:02:47.000><c>vision</c>

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crucial for an organization to achieve strategic goals and maximize operational efficiency.  KPIs concretize the organization's vision
 

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crucial for an organization to achieve strategic goals and maximize operational efficiency.  KPIs concretize the organization's vision
with <00:02:47.633><c>a </c><00:02:47.906><c>clear </c><00:02:48.179><c>focus </c><00:02:48.452><c>and </c><00:02:48.725><c>direction, </c><00:02:48.998><c>and</c>

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with a clear focus and direction, and
 

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with a clear focus and direction, and
break <00:02:50.262><c>it </c><00:02:50.444><c>down </c><00:02:50.626><c>into </c><00:02:50.808><c>measurable </c><00:02:50.990><c>behavioral </c><00:02:51.172><c>goals </c><00:02:51.354><c>to</c>

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break it down into measurable behavioral goals to
 

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help <00:02:55.559><c>all </c><00:02:55.799><c>members </c><00:02:56.039><c>easily </c><00:02:56.279><c>understand </c><00:02:56.519><c>and </c><00:02:56.759><c>implement </c><00:02:56.999><c>them.  </c><00:02:57.239><c>Furthermore, </c><00:02:57.479><c>KPIs </c><00:02:57.719><c>enable</c>

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help all members easily understand and implement them.  Furthermore, KPIs enable
 

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help all members easily understand and implement them.  Furthermore, KPIs enable
data-driven <00:02:58.553><c>decision-making </c><00:02:58.826><c>through </c><00:02:59.099><c>regular </c><00:02:59.372><c>performance </c><00:02:59.645><c>measurement, </c><00:02:59.918><c>allowing</c>

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data-driven decision-making through regular performance measurement, allowing
 

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data-driven decision-making through regular performance measurement, allowing
organizations <00:03:02.440><c>to</c>

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organizations to
 

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organizations to
analyze <00:03:03.030><c>current </c><00:03:03.260><c>performance </c><00:03:03.490><c>and </c><00:03:03.720><c>identify </c><00:03:03.950><c>areas </c><00:03:04.180><c>for </c><00:03:04.410><c>improvement, </c><00:03:04.640><c>thereby</c>

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analyze current performance and identify areas for improvement, thereby
 

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contributing <00:03:08.140><c>to </c><00:03:08.360><c>the </c><00:03:08.580><c>achievement </c><00:03:08.800><c>of </c><00:03:09.020><c>better </c><00:03:09.240><c>results.  </c><00:03:09.460><c>KPIs </c><00:03:09.680><c>also </c><00:03:09.900><c>play </c><00:03:10.120><c>an</c>

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contributing to the achievement of better results.  KPIs also play an
 

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contributing to the achievement of better results.  KPIs also play an
important <00:03:10.548><c>role </c><00:03:10.816><c>in </c><00:03:11.084><c>strengthening </c><00:03:11.352><c>accountability </c><00:03:11.620><c>within </c><00:03:11.888><c>the </c><00:03:12.156><c>organization</c>

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important role in strengthening accountability within the organization
 

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important role in strengthening accountability within the organization
.  <00:03:12.891><c>It </c><00:03:13.142><c>enables </c><00:03:13.393><c>individuals </c><00:03:13.644><c>and </c><00:03:13.895><c>teams </c><00:03:14.146><c>to </c><00:03:14.397><c>understand </c><00:03:14.648><c>clear </c><00:03:14.899><c>goals, </c><00:03:15.150><c>thereby</c>

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.  It enables individuals and teams to understand clear goals, thereby
 

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increasing <00:03:17.865><c>their </c><00:03:18.131><c>sense </c><00:03:18.397><c>of </c><00:03:18.663><c>ownership </c><00:03:18.929><c>over </c><00:03:19.195><c>their </c><00:03:19.461><c>work.  </c><00:03:19.727><c>In </c><00:03:19.993><c>particular,</c>

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increasing their sense of ownership over their work.  In particular,
 

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increasing their sense of ownership over their work.  In particular,
linking <00:03:21.533><c>performance </c><00:03:22.306><c>with </c><00:03:23.079><c>rewards</c>

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linking performance with rewards
 

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linking performance with rewards
can <00:03:23.666><c>significantly </c><00:03:23.972><c>boost </c><00:03:24.278><c>employee </c><00:03:24.584><c>motivation </c><00:03:24.890><c>and </c><00:03:25.196><c>morale,</c>

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can significantly boost employee motivation and morale,
 

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fostering <00:03:28.141><c>a </c><00:03:28.362><c>culture </c><00:03:28.583><c>where </c><00:03:28.804><c>the </c><00:03:29.025><c>entire </c><00:03:29.246><c>organization </c><00:03:29.467><c>shares </c><00:03:29.688><c>goals </c><00:03:29.909><c>and </c><00:03:30.130><c>collaborates.  </c><00:03:30.351><c>KPIs</c>

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fostering a culture where the entire organization shares goals and collaborates.  KPIs
 

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play <00:03:33.541><c>an </c><00:03:33.843><c>important </c><00:03:34.145><c>role </c><00:03:34.447><c>in </c><00:03:34.749><c>strategic </c><00:03:35.051><c>planning.  </c><00:03:35.353><c>We </c><00:03:35.655><c>help </c><00:03:35.957><c>you</c>

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play an important role in strategic planning.  We help you
 

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play an important role in strategic planning.  We help you
adjust <00:03:36.533><c>goals </c><00:03:36.747><c>to </c><00:03:36.961><c>the </c><00:03:37.175><c>changing </c><00:03:37.389><c>environment </c><00:03:37.603><c>and </c><00:03:37.817><c>redefine </c><00:03:38.031><c>the </c><00:03:38.245><c>organization's </c><00:03:38.459><c>strategic </c><00:03:38.673><c>direction</c>

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adjust goals to the changing environment and redefine the organization's strategic direction
 

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.  <00:03:41.351><c>In </c><00:03:41.903><c>addition, </c><00:03:42.455><c>KPIs </c><00:03:43.007><c>transparently </c><00:03:43.559><c>communicate</c>

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.  In addition, KPIs transparently communicate
 

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.  In addition, KPIs transparently communicate
performance <00:03:44.032><c>to </c><00:03:44.304><c>internal </c><00:03:44.576><c>and </c><00:03:44.848><c>external </c><00:03:45.120><c>stakeholders,</c>

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performance to internal and external stakeholders,
 

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performance to internal and external stakeholders,
building <00:03:46.340><c>trust </c><00:03:47.120><c>and</c>

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building trust and
 

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helping them clearly understand the organization's situation.

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helping them clearly understand the organization's situation.
 

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helping them clearly understand the organization's situation.
Ultimately, <00:03:51.583><c>KPIs </c><00:03:51.766><c>are </c><00:03:51.949><c>an </c><00:03:52.132><c>essential </c><00:03:52.315><c>tool </c><00:03:52.498><c>for </c><00:03:52.681><c>responding </c><00:03:52.864><c>flexibly </c><00:03:53.047><c>to </c><00:03:53.230><c>change</c>

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Ultimately, KPIs are an essential tool for responding flexibly to change
 

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Ultimately, KPIs are an essential tool for responding flexibly to change
and <00:03:54.439><c>achieving </c><00:03:55.118><c>continuous </c><00:03:55.797><c>growth</c>

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and achieving continuous growth
 

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and achieving continuous growth
.  <00:03:56.560><c>no </c><00:03:56.920><c>see.</c>