“Measure the CIO’s success on value creation, and you’ll get the kind of performance you need out of IT.” — Pearl Zhu Copy Share Image
“Metaphorically, if the enterprise is a vehicle, Enterprise Performance Management is like the gas pedal with speed scoreboard.” — Pearl Zhu Copy Share Image
“Forward-thinking means to focus on the future, even a few steps ahead, to build the long-term prosperity.” — Pearl Zhu Copy Share Image
“You should always leverage performance and potential, look at the overall success of the company for the long run.” — Pearl Zhu Copy Share Image
“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… — Pearl Zhu Copy Share Image
“A performance dashboard is a practical tool to improve management effectiveness and efficiency, not just a pretty retrospective picture in an annual… — Pearl Zhu Copy Share Image
“The business management is, in essence, the decision management and performance management continuum.” — Pearl Zhu Copy Share Image
“Broadly speaking, the KPIs of the organization needs to be the KPIs of the IT function.” — Pearl Zhu Copy Share Image
“The goals of applying scoreboard are to translate the vision and strategic planning into operational goals; communicate strategy and link it to… — Pearl Zhu Copy Share Image
“IT metrics need to evolve to something that matters to the business audience, at the same time that “business sentiment” needs to… — Pearl Zhu Copy Share Image
“Outside-in IT performance perspectives and outcome-based measurement practices are important to improve IT maturity and focus on the performance of the entire… — Pearl Zhu Copy Share Image
“The digital transformation scorecard allows you to focus on the most important things. Without scorecards, it will become like searching for a… — Pearl Zhu Copy Share Image
“A scorecard assesses progress to strategic goals whereas a dashboard assesses performance to operational goals.” — Pearl Zhu Copy Share Image
“Enterprise Performance Management is an overarching umbrella for other management disciplines.” — Pearl Zhu Copy Share Image
“The real purpose of performance indicator is to provide business insight and monitor the progress and performance.” — Pearl Zhu Copy Share Image
“Running IT as a business, IT performance has to be clearly linked with the business performance.” — Pearl Zhu Copy Share Image
“Don’t just play the number game, but connect the contextual dots and focus on the overall business objectives.” — Pearl Zhu Copy Share Image
“A balanced scoreboard needs to provide the balanced view of business progress; perhaps it also has the “unbalanced” nature to do prioritization.” — Pearl Zhu Copy Share Image
“Hard business assets keep the organization lights on, and soft assets of the organization enable the business to unlock its potential.” — Pearl Zhu Copy Share Image
“Corporation performance Management is all about managing performance by that data (KPIs) which really matters.” — Pearl Zhu Copy Share Image
“Strategic-operational KPIs alignment gives the organization a powerful tool to use when implementing change.” — Pearl Zhu Copy Share Image
“The use of KPIs is meant to improve and transform the organizational performance.” — Pearl Zhu Copy Share Image
“The goal of agility measure is to keep track of the most value-driven factors to lead business success.” — Pearl Zhu Copy Share Image
“It is difficult to have a highly competitive organization without highly competitive talent.” — Pearl Zhu Copy Share Image
“Performance metrics are number in context, results related to the strategic goals of the business.” — Pearl Zhu Copy Share Image
“The scoreboard is strategy focused, and the dashboard is operation oriented.” — Pearl Zhu Copy Share Image
“There is a need to evaluate the performance of employees in a more objective and continuous way.” — Pearl Zhu Copy Share Image
“Performance metrics are numbers in context, results are related to your strategic goals.” — Pearl Zhu Copy Share Image
“Measure thinker performance and doer performance differently but objectively.” — Pearl Zhu Copy Share Image
“The “self-driven” talent performance management is pursuing the digital way to run a purpose-driven organization.” — Pearl Zhu Copy Share Image
“Most organizations fail to manage performance effectively because they fail to look into the system holistically.” — Pearl Zhu Copy Share Image
“The goal of measurement is to not only do things right but do the right things and continuously improve doing that.” — Pearl Zhu Copy Share Image
“The organizational design is part of digital strategy management which needs to go neck-in-neck with performance management for improving organizational effectiveness and… — Pearl Zhu Copy Share Image
“The nutshell version is that you need to think about the employee mindsets, behaviors, knowledge, and expertise that are potentially linked to… — Pearl Zhu Copy Share Image
“The overall organizational health needs to be measured via employee engagement, culture readiness, business agility, and customer-centricity, etc.” — Pearl Zhu Copy Share Image
“The innovation indicators vary depending on who is doing the measuring, and how they are measuring. It’s contextual.” — Pearl Zhu Copy Share Image
“Any individual indicator can be a lead or lag indicator depending upon the context and explanatory model chosen.” — Pearl Zhu Copy Share Image
“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… — Pearl Zhu Copy Share Image
“By manifesting creativity from an individual endeavor to a team activity and a collective effort, the horizon of creativity is expanded.” — Pearl Zhu Copy Share Image
“We need to choose to continue to learn, grow, and empower people to learn and grow as well.” — Pearl Zhu Copy Share Image
“Be courageous to listen to what you don’t want to hear and have the guts to be innovative.” — Pearl Zhu Copy Share Image
“The digital boards today should be informed on what benefit is being delivered by IT and aware of constraints and risks.” — Pearl Zhu Copy Share Image
“Applying the right procedures and policies to asset management allows IT to create a realistic budget with few surprises, and keep best practices to… — Pearl Zhu Copy Share Image
“Knowledge does not stand still; it flows into the company, and it flows out of it; it erodes, and it gets created again.” — Pearl Zhu Copy Share Image
“Running IT as a business, IT performance has to be clearly linked with the business performance.” — Pearl Zhu Copy Share Image
“The corporate board oversees the corporate strategy, and the business strategy is underpinned by business capabilities.” — Pearl Zhu Copy Share Image
“The great communication is not to create more gaps but to bridge the difference and encourage creativity.” — Pearl Zhu Copy Share Image
“The board’s oversight of information management agenda helps to highlight the strategic perspective of IT and improve its differentiated value.” — Pearl Zhu Copy Share Image
