Quotes About Organization

When an organization confronts a large number of novel problems, a top-down structure is likely to be a choke point. As issues get escalated, problems pile up on the doorstep of senior leaders who often lack the experience and bandwidth to make smart, speedy decisions. Over time, the backlog grows and the pace of decision making decelerates. Stratification is the enemy of speed.

In a formal hierarchy, the power to initiate change tends to be concentrated at the top. Major pivots require a top-level sign-off. The problem is, by the time an issue is big enough to capture the CEO's scarce attention, the organization is already playing catch-up. Leaders are insulated—organizationally, culturally, and geographically—from the fringes where new trends take shape.

In a hierarchical organization, the responsibility for setting strategy and direction is vested in a handful of senior executives. Those at the top are expected to be uniquely farsighted, inquisitive, and creative. In practice, this is often not the case.

An organization's capacity for renewal should never depend on the capacity of a few senior leaders to learn and unlearn, but in a bureaucracy, it often does.

In the age of upheaval, the quantities of foresight and ingenuity required to run a large organization exceed the abilities of any single human being or small team—and the bar keeps going up. Simply put, bureaucratic structures ask more of leaders than they can deliver.

The typical medium- or large-scale organization infantilizes employees, enforces dull conformity, and discourages entrepreneurship; it wedges people into narrow roles, stymies personal growth, and treats human beings as mere resources.

bureaucracy partitions activities into formally defined operating units, each with its own goals, team members, and budget. Where the aim of stratification is consistency, the goal of formalization is clarity. By precisely delineating roles and responsibilities, individuals know what they're accountable for, what decisions they can make, and what resources they control. It's hard to imagine how an institution could function without a formal organization, but perhaps we should try.

Productivity isn't about being a workhorse, keeping busy or burning the midnight oil... . It's more about priorities, planning, and fiercely protecting your time." —Margarita Tartakovsky

be a maker in the morning and a manager in the afternoon.

When you act on your priority, you'll automatically go out of balance, giving more time to one thing over another.

Multitasking doesn't save time —it wastes time.

PROTECT YOUR TIME BLOCK For time blocks to actually block time, they must be protected. Although time blocking isn't hard, protecting the time you've blocked is. The world doesn't know your purpose or priorities and isn't responsible for them—you are. So it's your job to protect your time blocks from all those who don't know what matters most to you, and from yourself when you forget.

Highly successful people know this. So every day they line up their priorities anew

The challenge becomes how long you stay on your priority. To be able to address your priorities outside of work, be clear about your most important work priority so you can get it done. Then go home and be clear about your priorities there so you can get back to work.

THE FOUR THIEVES OF PRODUCTIVITY Inability to Say "No" Fear of Chaos Poor Health Habits Environment Doesn't Support Your Goals

So, if you want to get the most out of your day, do your most important work—your ONE Thing—early

Life doesn't simplify itself the moment you simplify your focus; there's always other stuff screaming to be done. Always. So when stuff pops into your head, just write it down on a task list and get back to what you're supposed to be doing. In other words, do a brain dump. Then put it out of sight and out of mind until its time comes.

Multitasking is merely the opportunity to screw up more than one thing at a time." —Steve Uzzell

Encontre o seu equilíbrio e o seu mundo organiza-se. Quando traz um propósito para a sua vida, conhece as suas prioridades e conquista uma produtividade elevada na prioridade que é mais importante todos os dias, a sua vida ganha sentido e o extraordinário torna-se possível.

In many cases, the problem isn't about having or noticing insights; it is about acting on them. The organization lacks the willpower to make changes.

When decisions were finally made, they had generally been vetted by so many parties that no one person could be held accountable.

The four building blocks that managers can use to improve strategy execution—decision rights, information, structure, and motivators—are inextricably linked.

Every one strengthens one or more of the building blocks executives can use to improve their strategy-execution capability: clarifying decision rights, improving information, establishing the right motivators, and restructuring the organization. The

The next major revolution was not technological, but organizational.