Quotes About Organization

I've never tried to work chronologically. I don't think I have the discipline to do that.

I think a lot of people truly underestimate how much planning is involved in a teacher's work cycle.

The more work you put in on your outline and getting the skeleton of your story right, the easier the process is later.

You can't work on 15 problems at the same time.

It's a lot of work organizing something, whether it's a show or a book, and I don't want to do it every day.

That's important when you are running an organization so that the people who work with you know what you believe in and know those beliefs won't change.

I always say you can self-medicate through closet cleaning. Everyone knows that feeling of a clear surface, and how it makes you feel you can really focus and start your work.

I have a number of writers I work with regularly. I write an outline for a book. The outlines are very specific about what each scene is supposed to accomplish.

Although it is the biggest time-waster in office life, you must never underrate the importance of the memo. You will be judged by the volume of your paper work.

What do you want to get done? In what order of importance? Over what period of time? What is the time available? What is the best strategy for application of time to projects for the most effective results?

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

We can reorient our products and business strategy because we are an agile organisation.

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.

In my world, historical revenue is the least interesting thing to consider in an acquisition strategy. The goal is to acquire technology that is on your product roadmap or people that fit culturally within your organization and help you execute on your roadmap faster.

You have got the right strategy, the right geography; you have got the right customers. You need to prioritise them better; we need to grow them better, mind them better. We need to give more value to them, and we need to execute a lot of areas in the organisation where we are not executing.

Marvel is a very streamlined studio.

I have notebooks and sketchbooks for ideas. I also have drawers full of envelopes covered in quick outlines, scenes or scraps of dialogue that I don't want to forget. I tend to grab whatever's to hand and just get the thing down before it's lost. It's not what you would call a streamlined system.

I know that my day wouldn't be nearly as streamlined or productive if it weren't for my team - a team that begins with my Executive Assistant.

You won't find a CEO who doesn't talk about a 'powerful culture' as a source of competitive advantage. At the same time, you'd be hard-pressed to find a CEO who has much of a clue about the strength of that culture.

Joining a union makes it more powerful and in turn strengthens the rights of all workers.

At Facebook, we try to be a strengths-based organization, which means we try to make jobs fit around people rather than make people fit around jobs. We focus on what people's natural strengths are and spend our management time trying to find ways for them to use those strengths every day.

Clearly, for an organization to move on, it is the job of the leader to be that sponge that takes the stress from inside and the outside.

Al Qaeda is not the organization now that it was before. It is under stress organizationally. Its leadership spends more time trying to figure out how to keep from getting caught than they do trying to launch operations.

It's a lot of stress being a manager - a lot of moving parts.