Besides the hard numbers or numerical success indicators, it is important to bring more qualitative information that is crucial to understanding the health and well-being of the firm's innovation efforts.
"Digital Master” is a series of guidebooks (28 + books) to perceive the multi-faceted impact digital is making to the businesses and society, help forward-thinking organizations navigate through the journey in a systematic way, and avoid “rogue digital.”
It perceives the emergent trends of digital leadership, provides advice on how to run a digital organization to unleash its full potential and improve agility, maturity, and provide insight about Change Management. It also instructs the digital workforce on how to shape a game-changing digital mindset and build the right set of digital capabilities to compete for the future. Here is a set of “Qualitative ” quotes in “Digital Master.”
1 In general, the qualitative or constraints come from the macro-level; the quantitative or energy come from the micro-level.
2 Make qualitative assessment about character, mindsets, potential, multidimensional intelligence, and culture effect.
3 Besides the hard numbers or numerical success indicators, it is important to bring more qualitative information that is crucial to understanding the health and well-being of the firm's innovation efforts.
4 The value of information is qualitative, measurable, and defined uniquely by an organization. If done well, information can unleash the business’s full potential and maximize its multi-dimensional values.
5 The metrics shouldn’t motivate a team to game the data, or filter, even distort qualitative results, and prevent the business from seeing a real holistic picture.
6 It’s important to avoid varying performance measurement pitfalls, to ensure that digital performance measurement is both qualitative and quantitative and tell the data-based compelling story of the digitalization.
7 Metrics is the obvious method for measuring quantitative objectives. However, it is important to have criteria for rating qualitative objectives as well to answer the question.
8 IT Executive scorecard is an effective tool to enable executives and leadership teams to improve the management of IT via quantifiable and qualitative data.
9 It’s dangerous to impose metrics just because the focus on what’s measurable is manageable. Distinguish between quantitative and qualitative performance objectives/KPIs.
1 In general, the qualitative or constraints come from the macro-level; the quantitative or energy come from the micro-level.
2 Make qualitative assessment about character, mindsets, potential, multidimensional intelligence, and culture effect.
3 Besides the hard numbers or numerical success indicators, it is important to bring more qualitative information that is crucial to understanding the health and well-being of the firm's innovation efforts.
4 The value of information is qualitative, measurable, and defined uniquely by an organization. If done well, information can unleash the business’s full potential and maximize its multi-dimensional values.
5 The metrics shouldn’t motivate a team to game the data, or filter, even distort qualitative results, and prevent the business from seeing a real holistic picture.
6 It’s important to avoid varying performance measurement pitfalls, to ensure that digital performance measurement is both qualitative and quantitative and tell the data-based compelling story of the digitalization.
7 Metrics is the obvious method for measuring quantitative objectives. However, it is important to have criteria for rating qualitative objectives as well to answer the question.
8 IT Executive scorecard is an effective tool to enable executives and leadership teams to improve the management of IT via quantifiable and qualitative data.
9 It’s dangerous to impose metrics just because the focus on what’s measurable is manageable. Distinguish between quantitative and qualitative performance objectives/KPIs.
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