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

The "self-driven" talent performance management is pursuing the digital way to run a purpose-driven organization. —
Pearl Zhu

Metric is part of transparent visual management allowing pulling. —
Pearl Zhu

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

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

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

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

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

Any conversation is a unique jazz performance. Some are more pleasing to the ears, but that is not necessarily a measurement of their importance —
Frank Herbert

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

Keep strategy management and performance management synchronized to accelerate digital transformation. —
Pearl Zhu

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

One of the biggest pitfalls for
performance measurement is to measure the "part" with ignorance of the "whole. —
Pearl Zhu

A true Net Performance Score will take into account many aspects of a typical customer engagement. —
Pearl Zhu

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

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