Quotes About Management

In his excitement, Jobs began to take over the daily management of the Lisa project, which was being run by John Couch, the former HP engineer.

We had to learn their vocabularies in order to be able to run their problems. I could switch my vocabulary and speak highly technical for the programmers, and then tell the same things to the managers a few hours later but with a totally different vocabulary." Innovation requires articulation.

Another assessment, also sometimes endorsed by Jobs, is that what transpired was less a heist by Apple than a fumble by Xerox. "They were copier-heads who had no clue about what a computer could do," he said of Xerox's management. "They just grabbed defeat from the greatest victory in the computer industry. Xerox could

We need to be the company that manages your relationship with the cloud—streams your music and videos from the cloud, stores your pictures and information, and maybe even your medical data.

At age twelve, when he got a summer job at Hewlett-Packard, he learned that a properly run company could spawn innovation far more than any single creative individual. "I discovered that the best innovation is sometimes the company, the way you organize a company

se describe al director ejecutivo ideal como una persona expansiva, reflexiva y de acción. Grove se dio cuenta de que, en lugar de estar encarnados en un solo individuo, esos rasgos podían darse en un equipo directivo.

key challenge for managers is how to strike a balance between being decisive and being collegial

Jobs did indeed make the Macintosh into a low-cost competitor to the Lisa, one with incompatible software. Making matters worse was that neither machine was compatible with the Apple II. With no one in overall charge at Apple, there was no chance of keeping Jobs in harness.

One of the engineers told Atkinson that there was no way to build such a mouse commercially. After Atkinson complained to Jobs over dinner, he arrived at the office the next day to discover that Jobs had fired the engineer. When his replacement met Atkinson, his first words were, "I can build the mouse.

Deciding what not to do is as important as deciding what to do," he said. "That's true for companies, and it's true for products.

He told her, somewhat emotionally, that he wished she could have seen him when he was managing a Mediterranean restaurant north of San José. That was a wonderful place, he said. All of the successful technology people used to come there. Even Steve Jobs. (......) Mona was able to refrain from blurting out, Steve Jobs is your son!

This velvet-tongued and sweetly passive style of circumspect argument would make him seem sage to some, insinuating and manipulative to others, but inflammatory to almost nobody. The method would also become, often with a nod to Franklin, a staple in modern management guides and self-improvement books.

al lograr que Apple se centrara en fabricar únicamente cuatro modelos de ordenadores, Jobs salvó la empresa. «Decidir lo que no hay que hacer es tan importante como decidir lo que hay que hacer

El asunto es que la gente no se vea obligada a recorrer una cadena de mando —indicó uno de los técnicos de Intel, Ted Hoff—. Si uno necesita hablar con un gerente en concreto, va y habla con él.

Decidir qué es lo que no se debe hacer es tan importante como decidir qué se debe hacer —comentó—. Esto es válido para las empresas y es válido para los productos.

Let me speak to your boss I said. Six magic words that roil deep in the bowels of anymore collecting a paycheck on a biweekly basis. It's like winking at a leprechaun: he has to give up his pot of gold, and yet no one knows why.

A job in a factory is an awful lot like working on a plantation in the South. The bosses see all the workers like they're children, and everyone knows how lazy children are.

Other men would get to command the spear point; Nimitz would calmly and diligently manage the arm that held the spear.

not doing what we love in the name of greed is very poor management of our lives.

In the long run managements stressing accounting appearance over economic substance usually achieve little of either.

I try to invest in businesses that are so wonderful that an idiot can run them. Because sooner or later, one will.

If each of us hires people who are smaller than we are, we shall become a company of dwarfs. But, if each of us hires people who are bigger than we are, we shall become a company of giants.

There is no tougher job in corporate America than running an airline: Despite the huge amounts of equity capital that have been injected into it, the industry, in aggregate, has posted a net loss since its birth after Kitty Hawk. Airline managers need brains, guts, and experience—and

For Buffett, managers are stewards of shareholder capital. The best managers think like owners in making business decisions.