Saturday, July 1, 2017

The New Book “Performance Master: Take a Holistic Approach to Unlock Digital Performance” Quote Collection II

A well-defined set of measurements for digital transformation should contain a good mix of the long-term strategic measures along with the short-term operational measures.

The purpose of the book “Performance Master: Take a Holistic Approach to Unlock Digital Performance “is to provide an in-depth understanding and share unique insight about how to take a holistic approach to measuring and managing enterprise digital performance. Without measurements, it can be hard to tell whether attempted improvements achieve the expected results or not. It's fair to say that any organization didn't have a systematic approach to performance assessment and measurement at both strategic and operational level has a giant blind spot that is impairing their performance. A well-designed performance management system is a necessary foundation for continuous improvement.

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

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

41 Effective scorecards make the meaning of success tangible for the organizations.

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

43 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.

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

45 Corporate performance management systems and processes are gradually moving away from a static, unidirectional, and time-bound avatar to a more dynamic, continuous, and interactive state.

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

47 Measure thinker performance and doer performance differently but objectively.
48 The “self-driven” talent performance management is pursuing the digital way to run a purpose-driven organization.
49 Most organizations fail to manage performance effectively because they fail to look into the system holistically.
50 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.
51 Performance metrics are numbers in context, results are related to your strategic goals.
52 Every digital business is hunting for its own “Magic Formula” to achieve the high-performance result.
53 Digital is the age of continuous delivery.

The "Performance Master" Book Amazon Order Link

The "Performance Master" Book B&N Order Link 

The "Performance Master" Book Introduction Slideshare

The "Performance Master" Book Preview

The "Performance Master" Book Introduction 

The "Performance Master" Book Chapter 1 Introduction

The "Performance Master" Book Chapter 2 Introduction

The "Performance Master" Book Chapter 3 Introduction 

The "Performance Master" Book Chapter 4 Introduction 

The "Performance Master" Book Chapter 5 Introduction 

The "Performance Master" Book Conclusion

The "Performance Master" Quote Collection I

The "Performance Master" Quote Collection II

The "Performance Master" Quote Collection III


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