## **Learning Outcomes**

By the end of this article, you will be able to explain performance measurement frameworks, identify the roles of critical success factors (CSFs) and key performance indicators (KPIs), and describe how they relate to mission statements and objectives. You will also understand how to select appropriate CSFs and KPIs, and outline the importance of linking measures to organisational strategy for effective control and motivation.

## **ACCA Management Accounting (MA) Syllabus**

For ACCA Management Accounting (MA), you are required to understand how organisations measure performance, including the application and distinction of CSFs and KPIs. Focus your revision on:

- The purpose and features of performance measurement frameworks
- The definition and role of mission statements, objectives, and their relationship to measurement
- The use of critical success factors (CSFs) in identifying what drives organisational success
- The development and selection of key performance indicators (KPIs) to measure performance against CSFs
- The connection between CSFs, KPIs, and organisational strategy
- How to apply CSFs and KPIs to a specific scenario

## **Test Your Knowledge**

_Attempt these questions before reading this article. If you find some difficult or cannot remember the answers, remember to look more closely at that area during your revision._

1. What is a critical success factor (CSF), and how does it differ from a key performance indicator (KPI)?
2. Which of the following best links strategy to measurable actions: A) Mission statement, B) Key performance indicators, C) Economic value added, D) Corporate governance policies?
3. True or false? All KPIs should be financial in nature.
4. Give an example of a KPI that could be used for a customer service CSF.

## **Introduction**

Measuring performance is essential for organisations to track progress, guide decision making, and motivate staff. Performance measurement frameworks provide the structure for assessing how well an organisation is achieving its objectives. Two core elements in these frameworks are critical success factors (CSFs) and key performance indicators (KPIs). CSFs highlight areas essential for achieving strategy, while KPIs provide measurable evidence of performance in those areas.

Understanding the relationship between strategy, CSFs, and KPIs ensures that the right things are measured, reported, and acted on at all levels within the organisation.

> **Key Term: performance measurement framework**
> A structured approach for setting, monitoring, and reviewing organisational measures to ensure strategy is achieved.

## **MISSION STATEMENTS, OBJECTIVES, AND STRATEGY**

Every performance measurement system starts with understanding the organisation’s purpose and direction.

A **mission statement** defines what the business aims to achieve in the long term and communicates these aims to stakeholders. From the mission, managers derive **strategic objectives**—specific, long-term goals guiding the organisation.

> **Key Term: mission statement**
> A written declaration of an organisation’s core purpose, focus, and values, guiding goal and objective setting.

Objectives should follow the SMART criteria: Specific, Measurable, Achievable, Relevant, Timely.

> **Key Term: strategic objective**
> A specific long-term goal or target that supports the mission statement and shapes the organisation’s strategy.

## **CRITICAL SUCCESS FACTORS (CSFs)**

CSFs represent areas of activity that are essential for achieving the mission and objectives. They are derived by analysing what must work well for the business to be successful in its chosen market.

> **Key Term: critical success factor (CSF)**
> An area of activity in which satisfactory performance is critical for the organisation to achieve its mission and objectives.

CSFs are usually few in number and should focus management attention where it will make the most difference. For example, a retailer might identify "high customer satisfaction" and "efficient inventory management" as CSFs.

### Identifying CSFs

CSFs are determined by:

- Analysing the mission and strategic objectives
- Assessing the competitive environment and industry requirements
- Considering stakeholder needs (e.g., customers, regulators, shareholders)

CSFs will vary by organisation and sector. Service companies might focus on "service quality," while manufacturers might prioritise "cost leadership."

> **Exam Warning**
> CSFs are broad areas of focus, not individual targets or short-term outcomes. Do not confuse CSFs with measures or metrics.

## **KEY PERFORMANCE INDICATORS (KPIs)**

KPIs are the specific, measurable values that track progress against each CSF. They translate strategic needs into quantifiable measures and targets.

> **Key Term: key performance indicator (KPI)**
> A specific, measurable value used to monitor progress against a critical success factor or objective.

KPIs can be financial (e.g., profit margin, return on capital) or non-financial (e.g., customer complaints, product defects, employee turnover). The most effective KPIs are those directly aligned with strategy and impact organisational success.

> **Key Term: financial KPI**
> A quantitative measure expressing performance in monetary terms, such as revenue growth or cost per unit.
>
> **Key Term: non-financial KPI**
> A quantitative or qualitative measure not expressed in monetary terms, such as customer satisfaction score or staff absence rate.

### Features of Good KPIs

KPIs should be:

- Directly linked to CSFs and strategic objectives
- Clearly defined and understood by all users
- Measurable and regularly reported
- Actionable—able to influence management decisions

### Examples of CSFs and KPIs

| CSF                          | Example KPI                            |
| ---------------------------- | -------------------------------------- |
| Strong customer satisfaction | Net Promoter Score; % repeat customers |
| Efficient production         | Units produced per hour; defect rate   |
| Financial discipline         | Operating margin; debtor days          |
| Regulatory compliance        | Number of compliance breaches          |

### **Worked Example 1.1**

A manufacturing firm’s mission is to "deliver high-quality products quickly to customers." Management has identified "efficient production" as a CSF. Suggest two appropriate KPIs for this CSF.

> **Answer:**
>
> 1. Machine downtime per week (hours)
> 2. Percentage of on-time order deliveries

### **Worked Example 1.2**

A call centre’s strategic objective is "to be the market leader for customer service." The CSF is "customer response speed." What KPI might be set? How does this support the objective?

> **Answer:**  
> KPI: Average time to answer calls (seconds).  
> A low average indicates fast responses, directly supporting leadership in customer service.

### **Worked Example 1.3**

A hotel identifies "repeat business" as a CSF. Suggest a KPI and explain its role.

> **Answer:**  
> KPI: Percentage of returning guests per month.  
> This directly measures customer loyalty and supports efforts to increase repeat business.

## **LINKING CSFs AND KPIs TO STRATEGY**

Effective measurement ensures that organisational efforts are concentrated on activities that drive long-term success. The process is:

1. Develop mission and objectives
2. Identify CSFs—what must go well for success
3. Set KPIs—how success will be measured and monitored

This alignment promotes "goal congruence," where business units and individuals pursue actions benefiting both the organisation and themselves.

### Selecting Appropriate CSFs and KPIs

- Limit the number of CSFs—focus on what matters most
- Ensure KPIs are relevant to decision makers at each level
- Review and update KPIs as strategy or the business environment changes

> **Revision Tip**
> Always check that KPIs are actionable at the management level responsible for the CSF. Irrelevant KPIs can drive the wrong behaviours.

## **USING CSFs AND KPIs IN PRACTICE**

CSFs and KPIs should be embedded in daily management and regularly reviewed. Reporting on KPIs provides evidence of progress and highlights where corrective action may be needed.

Balanced performance frameworks, such as the balanced scorecard, group KPIs under multiple headings (financial, customer, internal process, innovation/learning) to ensure a broad view of performance—not just financial results.

> **Key Term: balanced scorecard**
> A performance measurement framework that groups KPIs into financial and non-financial categories to provide a comprehensive view of performance.

### Limitations and Pitfalls

- Measuring too many KPIs can cause confusion and dilute focus
- Poorly chosen KPIs may incentivise unintended behaviour
- Failure to link KPIs to CSFs and objectives makes measurement ineffective

## **Summary**

Performance measurement frameworks provide a structured approach for monitoring organisational success. CSFs identify essential areas for strategic achievement, while KPIs provide precise, actionable targets for those areas. Effective use links mission, objectives, CSFs, and KPIs to ensure activities and outcomes are strategically aligned. Regular review and careful KPI selection avoid pitfalls and ensure the system leads to continuous improvement.

## **Key Point Checklist**

_This article has covered the following key knowledge points:_

- Define and explain performance measurement frameworks, CSFs, and KPIs
- Describe the relationship between mission statements, CSFs, and KPIs
- Identify features of effective CSFs and KPIs
- Demonstrate how KPIs should be linked to objectives and strategy
- Outline common KPI categories (financial, non-financial)
- Recognise the importance of regular review and appropriate selection

## **Key Terms and Concepts**

- performance measurement framework
- mission statement
- strategic objective
- critical success factor (CSF)
- key performance indicator (KPI)
- financial KPI
- non-financial KPI
- balanced scorecard

Performance measurement frameworks - Critical success factors and KPIs