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and relationships, for example. Closely related to terms such as intellectual
capital and intangible assets. Some experts suggest that as much as 75
percent of an organization’s value is attributable to human capital.
Index KPIs: Index KPIs are an index of multiple KPIs. Often times these KPIs
might actually be measured in completely different units and an index KPI
normalizes the underlying KPIs to provide a single score. Sometimes used in
the public sector, an example might be a Health Index, which is composed of
multiple health related KPIs.
The information supply chain (ISC): The full set of elements, technologybased,
process-specific and organizational in nature, which is necessary to
collect information from discrete processes, transform this information from
data into knowledge, and deliver the right data to the right stakeholders in the
right way and at the right time.
Initiatives: The lifeblood of an organization’s operations, initiatives organize
people and resources and dictate which activities are required to accomplish
a specific goal by a particular date; initiatives provide the how while goals
provide the what. As differentiated from projects, initiatives directly support an
organization’s strategic goals; projects may or may not have strategic impact.
Examples: Supporting the objective “Ensure 100% in-stock merchandise”
might be initiatives such as “Upgrade of inventory management software to
include demand chain and “Migration to store-specific assortment plans from
uniform assortments.” Initiative management solutions help ensure that
activities are aligned with goals, increase coordination of resources, and allow
prioritization based on importance, not just urgency.
Inputs: Commonly used within the Logic Model to describe the resources an
organization invests in a program, such as time, people (staff, volunteers),
money, materials, equipment, partnerships, research base, and technology,
among other things.
Initiatives - The specific programs, activities, projects or actions an
organization will undertake in an effort to meet performance targets.
Internal Process Perspective - One of the four standard perspectives used
with the Balanced Scorecard. Measures in this perspective are used to
monitor the effectiveness of key processes the organization must excel at in
order to continue adding value for customers, and ultimately, shareholders.
IT performance management: A brand of performance management that
assists organizations with the increasing demands of maximizing value
creation from technology investments; reducing risk from IT; decreasing
architectural complexity; and optimizing overall technology expenditures.
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