Best 49 quotes in «performance management quotes» category

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

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    All you need is the will and the skill

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

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

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

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

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

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    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.

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

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

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

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

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

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

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

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

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    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.

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

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    Measure thinker performance and doer performance differently but objectively.

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

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    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.

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

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

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

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

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

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

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

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

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

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    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.

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

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

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

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    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.

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

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

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

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

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    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.

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

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

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

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

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

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

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    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.

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

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