Bob Parsons Quotes

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.

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

You should always know how you're doing against your metrics. You should always have a weekly review meeting every week.

Data not only measures progress—it inspires it. Once you start measuring problems, people are more inclined to take action to fix them, because nobody wants to end up at the bottom of a list of rankings.

What gets measured gets improved.

The more accountable I can make you, the easier it is for you to show you're a great performer.

Eliminate numerical quotas, including Management by Objectives.

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

What gets lost is we wouldn't be who we are and as successful as we have been if we didn't have a decent batting average.

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.

Someone like Cristiano Ronaldo focuses on scoring to progress, so perhaps I need to think more about scoring.

It's a huge competitive advantage to see in real time what's happening with your data.

I believe you accomplish what you measure.

Good marketers measure.

Without doubt, there are lots of ways to measure the pulse of a business. But if you have employee engagement, customer satisfaction, and cash flow right, you can be sure your company is healthy and on the way to winning.

If the metrics you are looking at aren't useful in optimizing your strategy - stop looking at them.

Successful businesses measure and count things. I think that's a safe assumption on top of which we can drop the following hypothesis: unsuccessful business either measure nothing, the wrong things, too many things, or finally, they measure the right things but they don't communicate the measurements efficiently.

If you need help identifying actionable analytics check out this post.

Progress is made where progress is measured.

I came back to Philips and quickly realised that the TV business had a major performance issue and some structural challenges. Rather than try to tweak it and sit things out, we said we had to go for a structural solution.

My mission is to bring the power of big data insights and analytics to every company.

Everyone wants to perform.

If you hit .200 and you win or .300 and you win, it's all the same. Just so you win.

Competition means the best player will play.

Consistency in selection is great but it's a whole lot easier if you've got players who warrant that consistency through their performances.