Suchergebnisse

As a tool for strategic management, key performance indicators perform two main functions: serve as indicators of the achievement of the corporate development goal, are necessary to motivate staff. To achieve these goals, the system of indicators should reflect the specifics of the company's activities and be scientifically sound, i.e. not chaotic. In this article, we observed 145 Russian companies in the oil and gas sector of the economy for 3 years and studied key performance indicator systems that they apply. As a result, it turned out that the currently used KPI systems are not very effective at the moment, since the indicators are chosen chaotically and are not linked to the general system of goals. We decided to test two practical management models based on interrelated indicators: the DuPont model and the EVA-based management model. As a result of testing the DuPont model, we obtained negative results. The multiple R was found to be only 0.15. The testing of the EVA model gave a positive result; we obtained a significant model (by the Fisher criterion) with a determination coefficient of 0.64. Therefore, we propose to develop KPI systems based on the EVA decomposition model.