Quotes About Organization

As a consequence, the larger and more successful an organization becomes, the weaker the argument that emerging markets can remain useful engines for growth.

As such, while senior managers may think they're making the resource allocation decisions, many of the really critical resource allocation decisions have actually been made long before senior management gets involved: Middle managers have made their decisions about which projects they'll back and carry to senior management—and which they will allow to languish.

Make no mistake: a culture happens, whether you want it to or not. The only question is how hard you are going to try to influence it.

Given that aim, technology, as used in this book, means the processes by which an organization transforms labor, capital, materials, and information into products and services of greater value.

When the organization's capabilities reside primarily in its people, changing capabilities to address the new problems is relatively simple. But when the capabilities have come to reside in processes and values, and especially when they have become embedded in culture, change can be extraordinarily difficult.

It's no surprise, really. Processes are often hard to see—they're a combination of both formal, defined, and documented steps and expectations and informal, habitual routines or ways of working that have evolved over time. But they matter profoundly. As MIT's Edgar Schein has explored and discussed, processes are a critical part of the unspoken culture of an organization.1 They enforce "this is what matters most to us.

In a small, independent organization, these small wins will generate energy and enthusiasm. In the mainstream, they would generate skepticism about whether we should even be in the business. I want my organization's customers to answer the question of whether we should be in the business. I don't want to spend my precious managerial energy constantly defending our existence to efficiency analysts in the mainstream.

Because an organization's structure and how its groups work together may have been established to facilitate the design of its dominant product, the direction of causality may ultimately reverse itself: The organization's structure and the way its groups learn to work together can then affect the way it can and cannot design new products. CAPABILITIES

Because an organization's structure and how its groups work together may have been established to facilitate the design of its dominant product, the direction of causality may ultimately reverse itself: The organization's structure and the way its groups learn to work together can then affect the way it can and cannot design new products.

The reason good managers strive for focus in their organizations is that processes and tasks can be readily aligned.

A simple life is not seeing how little we can get by with—that's poverty—but how efficiently we can put first things first. . . . When you're clear about your purpose and your priorities, you can painlessly discard whatever does not support these, whether it's clutter in your cabinets or commitments on your calendar. (148)

a book is not made of sentences laid end to end, but of sentences built, if an image helps, into arcades or domes.

Moreover, a book is not made of sentences laid end to end, but of sentences built, if an image helps, into arcades or domes.

The Pivotal Lever: Disproportionate Influence Factors The key to tipping point leadership is concentration, not diffusion. Tipping point leadership builds on the rarely exploited corporate reality that in every organization, there are people, acts, and activities that exercise

Blue ocean strategy, by contrast, shows how strategy can shape structure in an organization's favor to create new market space.

When organizations fail to register the difference between value innovation and innovation per se, they all too often end with an innovation that breaks new ground but does not unlock the mass of target buyers

The aim of blue ocean strategy was straightforward: to allow any organization—large or small, new or incumbent—to step up to the challenge of creating blue oceans in an opportunity-maximizing, risk-minimizing way

Standard Industrial Classification (SIC)

The secret was that I could conduct the different parts of my life in the different parts of the house and ignore the fact that they didn't work as a whole.

We've always assumed The Aegis is all-knowing highly trained and organized but it's nothing but a cult, isn't it ? The weak and uneducated being led by those with their own agendas. Brainwashed lemmings following orders without question.

The hardware of a computer is useless without the right software. Similarly, in an organization the hardware (strategy and structure) is inert without the software (beliefs and behaviors).

The behavior of a business's leaders is, ultimately, the behavior of the organization. As such, it's the foundation of the culture.

To understand execution, you have to keep three key points in mind: Execution is a discipline, and integral to strategy. Execution is the major job of the business leader. Execution must be a core element of an organization's culture.

How about if we say we're going to become a cross between the League of Women Voters and the United States Marines?