Comparison of instrumental aspects of core business process control activities to ROE-r and ROE-a
| ROE-r | ROE-a | |||
|---|---|---|---|---|
| best 10% companies | worst 10% companies | best 10% companies | worst 10% companies | |
| Five-year average (%) | 17.66% | − 19.33% | 23.81% | 0.30% |
| The success of changes to the core processes is measured with the assistance of clearly defined indicators | 3.80 | 3.93 | 3.67 | 4.31 |
| The success of changes to the core processes is measured by financial effects | 4.27 | 4.53 | 4.07 | 4.38 |
| We do not deviate from the set goals of changes to the core processes in our company | 3.47 | 3.67 | 3.47 | 3.63 |
| When measuring the success of changes to the core processes, we put short-term (immediate) benefits for the company in the foreground | 2.73 | 3.40 | 2.93 | 3.31 |
| ROE- | ROE-a | |||
|---|---|---|---|---|
| best 10% companies | worst 10% companies | best 10% companies | worst 10% companies | |
| Five-year average (%) | 17.66% | − 19.33% | 23.81% | 0.30% |
| The success of changes to the core processes is measured with the assistance of clearly defined indicators | 3.80 | 3.93 | 3.67 | 4.31 |
| The success of changes to the core processes is measured by financial effects | 4.27 | 4.53 | 4.07 | 4.38 |
| We do not deviate from the set goals of changes to the core processes in our company | 3.47 | 3.67 | 3.47 | 3.63 |
| When measuring the success of changes to the core processes, we put short-term (immediate) benefits for the company in the foreground | 2.73 | 3.40 | 2.93 | 3.31 |
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