Quotes About Core

As MBA professors endlessly tell their students, companies do best when they stick to what they do well. There's a reason Apple doesn't make blenders. There's a reason Haagen-Dazs doesn't sell meat. And there's a reason drug companies should focus on saving and improving lives - not jeopardizing them.

A book should have an intellectual shape and a heft that comes with dealing with a primary subject.

The only substance properly so called is the soul.

Substantial services growth is core to Boeing's strategy.

The older you get, it is harder to prepare physically, even if you have all the experience in the world. You're more sore the next day, you can't pack in as much, and you have to train smarter. You have to pay attention to more subtle things like your warmup routine or core work.

Companies that grow for the sake of growth or that expand into areas outside their core business strategy often stumble. On the other hand, companies that build scale for the benefit of their customers and shareholders more often succeed over time.

If the Core Values are the soul of the organization, the core Purpose (some call it "mission") gives it heart.

A Core Competency has three attributes, according to Prahalad and Hamel: 1. It is not easy for competitors to imitate. 2. It can be reused widely for many products and markets. 3. It must contribute to the benefits the end customer experiences and the value of the product or service to customers. "Don't define Core Competencies too narrowly.

Sometimes the best way to learn is to return to the fundamentals.

Grow with discipline. Balance intuition with rigor. Innovate around the core. Don't embrace the status quo.

I have a ball - and it keeps my heart rate up. I get to wear fabulous clothes. I get to make people laugh. That's my core business, and that's where I'll always return.

Omit the non-essential.

essential form

Herein lies the core learning dilemma that confronts organizations: we learn best from experience but we never directly experience the consequences of many of our most important decisions. The most critical decisions made in organizations have systemwide consequences that stretch over years or decades.

Herein lies the core learning dilemma that confronts organizations: we learn best from experience but we never directly experience the consequences of many of our most important decisions.

If we are honest, most of us have to admit that prayer is often more of an obligation than something arising spontaneously from desire . . . the core of the misunderstanding lies in thinking of prayer as something that we do. Understood more correctly, prayer is what God does in us. Our part has much more to do with consent than initiative.

Predictability builds and holds trust, a core Agile value, better than does delivering more with less reliability.

At the core of every ordered system, whether a family or a factory, is chaos. But in the whirl of every chaos lies a strange order, waiting to be found.

Truly I am in a sacred cosmic womb, a place where everything is born, and it is my sweet luck to behold its living core. My hands naturally come together in reverent worship.

Every tub sits on its bottom.

Grow with discipline. Balance intuition with rigor. Innovate around the core. Don't embrace the status quo.

Despite all the positive psychological attributes of hatred we have outlined, hatred destroys finally the core of the life of the hater. While it lasts, burning in white heat, its effect seems positive and dynamic. But at last it turns to ash, for it guarantees a final isolation from one's fellows. It blinds the individual to all values of worth, even as they apply to himself and to his fellows. Hatred bears deadly and bitter fruit. It is blind and nondiscriminating.

I've obviously spent a lot of time thinking about myth and religion. I've also spent time with things like The Skeptical Inquirer magazine, and Carl Sagan's book The Demon-Haunted World: Science as a Candle in the Dark ; but while I was reading them, I was thinking, "Yes, yes, yes; but don't you need to maintain a core of solid, rock-hard belief to be an atheist in this world?" [ Laughter. ] I think what I really like is the idea of belief itself.

Form is useful, but it is secondary.