Best 49 quotes in «performance management quotes» category

A balanced scoreboard needs to provide the balanced view of business progress; perhaps it also has the “unbalanced” nature to do prioritization.

A scorecard assesses progress to strategic goals whereas a dashboard assesses performance to operational goals.

All you need is the will and the skill

Any individual indicator can be a lead or lag indicator depending upon the context and explanatory model chosen.

A performance dashboard is a practical tool to improve management effectiveness and efficiency, not just a pretty retrospective picture in an annual report.

Broadly speaking, the KPIs of the organization needs to be the KPIs of the IT function.

A Volkswagen that helps you get around provides more value than a Mercedes that is never driven.

Don’t just play the number game, but connect the contextual dots and focus on the overall business objectives.

Corporation performance Management is all about managing performance by that data (KPIs) which really matters.

Don’t just play the number game, but connect the contextual dots and focus on the overall

Every measure selected should be part of a link of cause-and-effect relationships, and ultimately affect the growth and long-term perspectives of the organization.

Enterprise Performance Management is an overarching umbrella for other management disciplines.

Managing digital performance and improving business achievement as an iterative continuum means setting metrics, adjusting plans, measuring performance, and understanding results dynamically.

It is difficult to have a highly competitive organization without highly competitive talent.

Forward-thinking means to focus on the future, even a few steps ahead, to build the long-term prosperity.

Hard business assets keep the organization lights on, and soft assets of the organization enable the business to unlock its potential.

Information/Knowledge management is differentiated business competency and plays a crucial role in running a high-performance business.

IT metrics need to evolve to something that matters to the business audience; at the same time that “business sentiment” needs to get put into something more tangible.

Measure thinker performance and doer performance differently but objectively.

Measure the CIO’s success on value creation, and you’ll get the kind of performance you need out of IT.

Number does not necessarily guarantee performance. For I have seen a team of 8 outperform a team of 80.

Most organizations fail to manage performance effectively because they fail to look into the system holistically.

Metaphorically, if the enterprise is a vehicle, Enterprise Performance Management is like the gas pedal with speed scoreboard.

Performance metrics are numbers in context, results are related to your strategic goals.

Performance keeps the business running, and potential moves the business to the next level of the growth cycle.

Performance metrics are number in context, results related to the strategic goals of the business.

Outside-in IT performance perspectives and outcome-based measurement practices are important to improve IT maturity and focus on the performance of the entire organization.

Performance is a combination of many factors and shouldn’t be quantified so easily.

Performance Management is a holistic management discipline which needs to connect many relevant dots to involve development, enablement, and enhancement.

Running IT as a business, IT performance has to be clearly linked with the business performance.

The business management is, in essence, the decision management and performance management continuum.

Strategic-operational KPIs alignment gives the organization a powerful tool to use when implementing change.

The digital transformation scorecard allows you to focus on the most important things. Without scorecards, it will become like searching for a needle in the haystack.

The goal of agility measure is to keep track of the most value-driven factors to lead business success.

The goals of applying scoreboard are to translate the vision and strategic planning into operational goals; communicate strategy and link it to individual performance.

The goal of measurement is to not only do things right but do the right things and continuously improve doing that.

The nutshell version is that you need to think about the employee mindsets, behaviors, knowledge, and expertise that are potentially linked to the performance outcomes of interest.

The innovation indicators vary depending on who is doing the measuring, and how they are measuring. It’s contextual.

The organizational design is part of digital strategy management which needs to go neck-in-neck with performance management for improving organizational effectiveness and maturity.

The overall organizational health needs to be measured via employee engagement, culture readiness, business agility, and customer-centricity, etc.

The real purpose of performance indicator is to provide business insight and monitor the progress and performance.

The right set of unique digital capabilities directly decides the overall organization’s competency and growth potential, to build high-effective, high-responsive, high-intelligent and high mature digital organization.

There is a need to evaluate the performance of employees in a more objective and continuous way.

When rewards ignore individual performance, the incentive to strive for excellence is lost.

The scoreboard is strategy focused, and the dashboard is operation oriented.

The “self-driven” talent performance management is pursuing the digital way to run a purpose-driven organization.

The use of KPIs is meant to improve and transform the organizational performance.

You should always leverage performance and potential, look at the overall success of the company for the long run.

You will never get the best out of anyone professionally unless you understand what motivates and makes them tick personally - as a human being