Wang Jianlin Quotes

What gets measured, gets done….Results measurement is now mainstreamed

Too often in business, only financial data is gathered - and then it is distributed only to management. Other key indicators that relate to performance areas also need to be tracked. Information on performance has to be made available to those people who can best use it - those doing the work.

What I learned from Rockefeller that's off-the-hook important is: You need to know exactly where you stand in a business at all times. Measure everything, because everything that is measured and watched improves.

Most businesses fail because they want the right things but measure the wrong things, and they get the wrong results.

But tending machinery was one thing; defining what we were trying to do and why we were doing it, and developing ways to measure how well the job was done - this was something else again.

I talked about 12 to 18 months, and that's about reaffirming our foundation for sustained growth: getting the discipline back, getting the basics right, getting the customer focus back... so by the end of next year, I hope most of that's in place.

I demand pretty aggressive goal setting and a commitment to measured progress towards those goals because I don't like surprises. I don't even like good surprises.

Strategic Work is all about the big questions: Who? What? When? Where? Why? Tactical Work is all about answers: This is the system we use to do each task. This is how we do it, how we measure it, how we monitor it.

Great companies have to manage the cadence of what they do.

A business like an automobile, has to be driven, in order to get results.

I know what we do really well - I just try and keep us focused on doing that.

In business, the idea of measuring what you are doing, picking the measurements that count like customer satisfaction and performance... you thrive on that.

The emphasis on innovation and technology in our companies has resulted in a few of them establishing global benchmarks in product design and development, manufacturing practices and human resource capabilities. However, there is no room for complacency.

We believe that the business system only is the key to success. It's no miracle, only day-to-day work in the appropriate way.

Management, at every level, is about the effort to frame challenges, define end states, and allocate resources to navigate between them.

Business principles are only as good as the practices that back them up.

Efficiency is doing things right; effectiveness is doing the right things.

No business can succeed in any great degree without being properly organized.

The more Strategic Work you do, the more effective, productive, and joyful the Tactical Work becomes.

No matter what, the entrepreneur must strive to be above average and, at the same time, understand what is driving those averages they are seeking to beat. Take the time to understand and test the metrics you are using, and then you can not only set the average, you can exceed it.

Build an environment that empowers your team to take risks. Set metrics for what needs to be achieved and measure against them to track progress along the way. If targets aren't being met, challenge your team to reassess and come back with a new strategy. And create a culture where people are awarded for challenging the status quo.

As businesses grow, all sorts of things that once were done on the fly - including creating new products - have a way of becoming bureaucratized.

Harman had great brands, but the processes were falling apart.

Bayen need quality, you have to invest and upgrade!

We are ready to say that we rule the entire Elgin enterprise as irrelevant to the present.