Quotes by Pearl Zhu

Strategy and execution represent the two sides of one and the same thing.

A focused Board concentrates on strategy oversight and governance practices, to avoid getting lost in the forest.

The strategy is a living ever-evolving pivoting mechanism.

Strategy oversight is important in tuning and updating a dynamic digital strategy.

The real strategic differentiation is to create true value, look forward, not backward, and present the advanced uniqueness to shine through.

The CIO is a serious partner in the inner circle to creating value-added strategies and enabling deeper insights into the opportunities IT can do.

Generally speaking, the key dimensions of corporate governance are strategy oversight, policy making, accountability, and monitoring.

The quality strategy is about making the right decision at the right time which requires quality information.

A strategic IT is a silver lining for a high-performing business.

A strategy is a combination of an origin, a destination, and a route to get from origin to destination.

Make the strategy a living thing, which can breathe life into people and the culture.

The success of strategy management undoubtedly lies in the “timely execution.

If organizations measure the input to the strategy implementation, but not the output, it’s a recipe for disaster.

Maturity refers to having a sound understanding of basics and making a fair judgment.

Genuinely intelligence-led operations have to be embedded into both processes and more importantly mindsets to bridge the gaps in Risk Management.

The simplicity and the complexity are just the opposite ends of the same spectrum.

Metaphorically, organizations are like vegetable gardens, where each capability is a different type of vegetable growing in the garden.

Metaphorically, governance is like a “Steer,” Risk Management is like a “Brake.

Digital organization is essentially a dynamic, people-centered ecosystem.

The answer from yesterday is not as critical as the questions about the future.