Performance Management Business Quotes & Sayings

The great challenge to management today is to make productive the tremendous new resource, the knowledge worker. This, rather than the productivity of the manual worker, is the key to economic growth and economic performance in today's society. — Peter Drucker

As a multisport athlete, I was always fascinated with competition and how to win. At HBS and later at the Harvard Department of Economics, I was drawn to the field of competition and strategy because it tackles perhaps the most basic question in both business management and industrial economics: What determines corporate performance? — Michael Porter

Breakthrough Management Group International (BMGI) India is the strong Global Consulting firm mainly focuses to provide consultant services establish a profitable business with the challenging success. — Breakthrough Management Group International

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

Master data management is a discipline that goes hand in hand with information governance. Forward-thinking organizations are instituting processes to gain agreement on roles, responsibilities, policies, and procedures surrounding the maintenance of a single view of the entities needed for conducting business and measuring its performance,. — Henry M. Morris

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

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

We are only constrained by the boundaries of our imagination — David Moffett

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. — Pearl Zhu

Performance of management should be measured by potential to stay in business, to protect investment, to ensure future dividends and jobs through improvement of product and service for the future, not by the quarterly dividend. — W. Edwards Deming

The connection between health and productivity at work is intuitively obvious but has not been demonstrated to the satisfaction of either researchers or corporate financial officers. Ronald Kessler and Paul Stang help to bridge the usual gap between research and the marketplace with the help of a top-notch group of the best 'real-world' investigators obtainable-all in the cause of making the case that employee health should be treated as an investment in business performance-thus creating the new discipline of health and productivity management. — Sean Sullivan

Don't just play the number game, but connect the contextual dots and focus on the overall business objectives. — Pearl Zhu

We all know business financial performance improves when more women are in senior levels of management and leadership. — Beth Brooke

A balanced scoreboard needs to provide the balanced view of business progress; perhaps it also has the "unbalanced" nature to do prioritization. — Pearl Zhu

Every organisation, not just business, needs 1 core competence: Tactical execution — Tony Dovale

A company at the top of its game has accumulated a number of rules of thumb - implicit assumptions and beliefs about what has been central to its success. New technologies and business models belie or change some of those assumptions, but they only seem sensible if the management team can become aware of those implicit assumptions and mind-sets and suspend them for a moment to contemplate the change. It's very hard to do that with the inherited wisdom, experience, and lore of a company. This is why the failures of incumbents to capture the benefits of disruptive innovations are a result not of bad managers, but of good managers practicing what they have done best. Incremental innovations can quickly be scaled and incorporated. Disruptive innovations require changes in customer sets, business models, or performance metrics that are no longer consistent with what led to success in the past. — Stefan Heck

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

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