DAVID PARMENTER is an international presenter who is known for his thought provoking and lively sessions that have led to substantial change in many organizations.
His work on KPIs, has led him to an understanding of the importance of critical success factors. He now sees CSFs as the El Dorado of management – the goldmine that all organisations should not overlook..
He is a leading expert in the development of winning KPIs, replacing the annual planning process with quarterly rolling planning, and management practices that will get you to the top. David has delivered workshops to thousands of attendees in many cities around the world including Sydney, Melbourne, Kuala Lumpur, Singapore, Tehran, Johannesburg, Rome, Dublin, London, Manchester, Edinburgh, and Prague.
His stated vision is to “change how leading organisations, around the world, measure and manage performance – by 2030″.
His work on KPIs has received international recognition. One of his KPI articles has been short-listed for an international award.
David has worked for Ernst & Young, BP Oil, Arthur Andersen, and PricewaterhouseCoopers, and is a retired Fellow of the Institute of Chartered Accountants in England and Wales. He is a regular writer for professional and business journals.
His books published are as follows;
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Key Performance Indicators – Developing, Implementing and Using Winning KPIs (2007)
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Pareto’s 80/20 Rule for Corporate Accountants (2007)
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Key Performance Indicators – Developing, Implementing and Using Winning KPIs, 2nd edition (2010)
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Winning CFOs – Implementing and Applying Better Practices, 2nd edition (2011)
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The Leading-Edge Manager’s Guide to Success (2011)
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Key Performance Indicators for Government and Non Profit Agencies (2012)
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Key Performance Indicators – Developing, Implementing and Using Winning KPIs, 3rd edition (2015)
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The Financial Controllers and CFO’s Toolkit, 3rd edition (2016)
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Key Performance Indicators – Developing, Implementing and Using Winning KPIs, 4th edition (2019)
CSFs are the El Dorado of management
“It is the CSFs, and the performance measures within them, that link daily activities to the organization’s strategies. This, I believe, is the El Dorado of management.”
Whilst the importance of an organization knowing its critical success factors appears so obvious it has largely bypassed management’s focus. Ask any CEO “What are you critical success factors” and out will pour a list, ask the next day and the list will be different, as will the list from any other senior management team member. In other words while management know what their organization’s success factors are they have not yet determined which ones are critical.
The secret of aligning staff to the organisations strategic objectives, mission and strategy through the CSFs has been known for years by Toyota, that is why they have been so successful.
Whilst most organizations know their success factors, few organizations have:
- worded their success factors appropriately
- segregated out success factors from their strategic objectives
- sifted through the success factors to find their critical ones – their critical success factors
- communicated the critical success factors to staff