欧宝娱乐

“What's measured improves”
― Peter Drucker

“Organizational structure and management style are those two factors that we always forget to analyze when the performance of our businesses goes down.”
― Pooja Agnihotri, 17 Reasons Why Businesses Fail :Unscrew Yourself From Business Failure

“A discontent employee means not getting the results 100% and the loss of a company advocate as well.”
― Pooja Agnihotri, 17 Reasons Why Businesses Fail :Unscrew Yourself From Business Failure

“Business is supposed to be fun. We're supposed to love what we're doing. Don't let these old folks convince you that business is about spreadsheets and MBA's and metics and all that stuff. That's all good, but ultimately business is just about adding value to other peoples lives and getting them to pay you for it.”
― Hendrith Vanlon Smith Jr, CEO of Mayflower-Plymouth

“Shaping the company's future requires understanding the key drivers of value for the company and establishing metrics to measure progress.”
― Hendrith Vanlon Smith Jr., Board Room Blitz: Mastering the Art of Corporate Governance

“If you don鈥檛 collect any metrics, you鈥檙e flying blind. If you collect and focus on too many, they may be obstructing your field of view.”
― Scott M. Graffius, Agile Scrum: Your Quick Start Guide with Step-by-Step Instructions

“This thrilled Zuckerberg, whose primary measure of the service鈥檚 success was how often users returned.”
― David Kirkpatrick, The Facebook Effect: The Inside Story of the Company That is Connecting the World

“The Six Steps to Success: 1) Define Success 2) Devise a Plan 3) Execute and Overcome Adversity 4) Measure Results with Key Metrics 5) Revise the Plan 6) Work Hard”
― Ken Poirot

“In real life, the value capture process is sometimes deliberately managed by elites to manipulate and control others with game design-like tactics. Gig economy platforms like Uber and Lyft use "badges" and rating systems to manage the decision-making environment of their driver employees. Even outside of work, social media features such as likes, shares, and retweets play the role of points in games. Over time, these simple metrics threaten to distort or take the place of values (say, the wish to meaningfully contribute to discussion or to take pride in the quality of one's work) that might otherwise have inflected our behavior on these platforms.”
― Ol煤f岷固乵i O. T谩铆w貌, Elite Capture: How the Powerful Took Over Identity Politics

“The only measurement I understand is perfection.”
― Amit Kalantri

“Performance metrics are numbers in context, results related to the strategic goals of the business.”
― Pearl Zhu, The Change Agent CIO

“A good metric is a ratio or a rate. Accountants and financial analysts have several ratios they look at to understand, at a glance, the fundamental health of a company. You need some, too.
There are several reasons ratios tend to be the best metrics:
鈥� Ratios are easier to act on. Think about driving a car. Distance traveled is informational. But speed鈥攄istance per hour鈥攊s something you can act on, because it tells you about your current state, and whether you need to go faster or slower to get to your destination on time.
鈥� Ratios are inherently comparative. If you compare a daily metric to the same metric over a month, you鈥檒l see whether you鈥檙e looking at a sudden spike or a long-term trend. In a car, speed is one metric, but speed right now over average speed this hour shows you a lot about whether you鈥檙e accelerating or slowing down.
鈥� Ratios are also good for comparing factors that are somehow opposed, or for which there鈥檚 an inherent tension. In a car, this might be distance covered divided by traffic tickets. The faster you drive, the more distance you cover鈥攂ut the more tickets you get. This ratio might suggest whether or not you should be breaking the speed limit.”
― Alistair Croll, Lean Analytics: Use Data to Build a Better Startup Faster

“When we look at the life of Jesus, we see that He didn鈥檛 draw large crowds for the sake of counting heads or logging attendance. He never gauged effectiveness by nickels and noses. Therefore, the goal of the church should not be to build a megachurch. The end goal is to build a healthy church with mature believers.”
― Jonathan Hayashi, Ordinary Radicals: A Return to Christ-Centered Discipleship

“In the end, there is no silver bullet, no substitute for actually knowing one's subject and one's organization, which is partly a matter of experience and partly a matter of unquantifiable skill. Many matters of importance are too subject to judgement and interpretation to be solved by standardized metrics. Ultimately, the issue is not one of metrics versus judgment, but metrics as informing judgement, which includes knowing how much weight to give to metrics, recognizing their characteristic distortions, and appreciating what can't be measured. In recent decades, too many politicians, business leaders, policymakers, and academic officials have lost sight of that.”
― Jerry Z. Muller, The Tyranny of Metrics

“To demand or preach mechanical precision, even in principle, in a field incapable of it, is to be blind and to mislead others," as the British liberal philosopher Isaiah Berlin noted in an essay on political judgement. Indeed what Berlin says of political judgement applies more broadly: judgement is a sort of skill at grasping the unique particularities of a situation, and it entails a talent for synthesis rather than analysis, "a capacity for taking in the total pattern of a human situation, of the way in which things hang together." A feel for the whole and a sense for the unique are precisely what numerical metrics cannot supply.”
― Jerry Z. Muller, The Tyranny of Metrics

“The numbers should speak for themselves, but they don鈥檛. Growth metrics are the misunderstood teenagers of the tech world with murky intentions.”
― Molly Norris Walker, Design-Driven Growth: Strategy & Case Studies For Product Shapers

“Metrics are like a course in a meal. They should satisfy the need or want for something.”
― Derek Huether, Metrics Cookbook

“Optimizing for figures without context leads to trouble.”
― Ines Garcia

“To become more aware of this behavioral tendency, we need to observe and acknowledge how sustainable performance is rewarded; find out what are the consistency of practices and how real is the dimension of organizational values against its daily operations?”
― Ines Garcia, Sustainable Happy Profit

“Herman Bluebeard, who said to Scotland Yard, 'How do I know how many women I've killed? I'm a murderer, not an accountant!”
― Red Buttons, I Never Got a Dinner: The Autobiography of Red Buttons

“Metrics, simply put, are what you measure. In a work setting, you might measure sales, profits, and customer service. In a church setting, you might measure attendance, new salvations, and tithing.”
― Nick Chellsen, A Leader Worth Imitating: 33 Leadership Principles From the Life of Jesus

“Measure fitness beyond physical metrics.”
― Vikrmn: CA Vikram Verma, Rep By Rep

“This focus on improving an indicator while losing sight of the original goal is what I call indicatorism.”
― Berend van der Kolk, The Quantified Society