Quotes About Management

I am fairly average in my expenses as a person in a technical line/CEO of work.

If I physically made every work myself, I would get only one or two paintings done a year, if that.

It's about the production of the work. I need my workers to stay focused.

Wait. You work for me?" "I prefer to think of it as managing your incompetence.

It's important to have the right agent - people that are working hard for you. But an actor needs to be in control of their career no matter how good the representation is.

Through our effective campaign-management strategies, we're seizing opportunities to capture additional insights on customer behaviors, allowing us to reach and communicate with them more effectively.

The reality is that there are simply not enough skilled humans available to properly plan, manage, integrate, and optimize security devices, strategies, and protocols.

Globalization means that business strategy and business ethics cannot be separated from each other.

There's a fundamental distinction between strategy and operational effectiveness.

My role is more like a chairman and founder. I am used to overseeing the company's heritage and our strategy.

In my private sector career, two of my favorite sayings were, 'Strategy is easy and execution is really hard,' and that we should 'run at criticism.'

I used to spend my time more on process than strategy. Now, I prioritize my time around strategy, people, and process.

It's important to have a really clear strategy so when you are in business, you only have to make micro-strategy changes.

As a multisport athlete, I was always fascinated with competition and how to win. At HBS and later at the Harvard Department of Economics, I was drawn to the field of competition and strategy because it tackles perhaps the most basic question in both business management and industrial economics: What determines corporate performance?

If your employees are disengaged, and they don't take care of your customers, it doesn't matter how good your strategy is - your customers will still go somewhere else.

Rotten bosses don't get better. Any strategy that assumes they can is doomed.

I don't think LVMH will want to significantly change the strategy of Loro Piana, and I don't think that they would have bought it otherwise.

Self-delusion is rarely a good strategy for effective management.

In many respects, we really are trying to not run the Social Office like a business, but we do have a strategy. We do have a mission. We are trying to standardize certain things so that our time is not spent on, you know, picking flowers or linens, that we've got standards.

I basically see two reasons for a going public: Glencore gets access to more money. It is a way of funding your business and to finance growth. Plus: You have more liquid shares. It is easier to leave the company and redeem your shares. The 'going public' may also be an exit strategy for the top management.

What matters in any campaign is that you have a strategic core that makes the judgements, decides the strategy, and can deliver.

Tyre management has always been part of the qualifying strategy and the race itself. I don't know about others; I just know that I always push as much as I can to obtain the best result possible.

I routinely failed to understand that 'simple and straightforward' would have been a much better product strategy for Lotus.

My view is that, as management, the focus has to be on having a strategy and executing it. As you do the strategy and execution, it is important to communicate it consistently.