Quotes About Organizational

Above all, success in business requires two things: a winning competitive strategy, and superb organizational execution. Distrust is the enemy of both." I submit that while high trust won't necessarily rescue a poor strategy, low trust will almost always derail a good one.

Toyota cree firmemente que son las rutinas organizacionales para la mejora y la adaptación, y no los objetivos cuantitativos/económico-financieros, las que definen la ruta hacia la ventaja competitiva y a la supervivencia organizacional a largo plazo.

However, in part for reasons of organizational convenience, modern societies are structured as if all humans had the same sleep requirements; and in many parts of the world there is a satisfying sense of moral rectitude in rising early. The amount of sleep required for buffer dumping would then depend on how much we have both thought and experienced since the last sleep period.

The energy-draining, time-wasting, silo-creating effect of this justification seeking is one of the most debilitating of organizational problems.

Executing and sustaining change requires a different set of organizational behaviors than those required for planning.

In practice, organizational change tends to be either trivial or traumatic. Every day, companies refresh products and improve processes with little drama. Strategic pivots, by contrast, tend to be convulsive, not unlike the uprisings that occasionally concuss poorly governed dictatorships.

Employees at three out of every five companies rated their organization weak at execution

One of the enduring problems with certain societies in the world - and this is certainly true of a lot of places in the Middle East - is that the capacity for self-governance and self-organizing just isn't there. It has to do with history.

On the professional side, I derive great happiness and energy by solving tough business and organisational problems - even taking on tough meetings with customers.

Bossy as hell, ain't you?" "I prefer to think of it as highly acute organizational skills." "That's just fancy talk for bossy," he argued. "Words are words.

Today, brands are not the preserve of marketing department. Brands are too important to be left to the marketing department - or any other 'department,' come to that. Organizational ghettoes do not create vibrant world-changing brands.

It is this shared awareness that allows for fast, flexible, and fluid coordination and decision-making that are far more adaptive and co-creative than any other organizational model currently being used in major societal institutions.

This kind of service-oriented architecture allows small teams to work on smaller and simpler units of development that each team can deploy independently, quickly, and safely. Shoup notes, "Organizations with these types of architectures, such as Google and Amazon, show how it can impact organizational structures, [creating] flexibility and scalability. These are both organizations with tens of thousands of developers, where small teams can still be incredibly productive.

Alarmingly, our most fragile artifacts support either our most important revenue-generating systems or our most critical projects. In other words, the systems most prone to failure are also our most important and are at the epicenter of our most urgent changes. When these changes fail, they jeopardize our most important organizational promises, such as availability to customers, revenue goals, security of customer data, accurate financial reporting, and so forth.

You just want a list of organizational commitments for our key resources, with a one-liner on what they're working on and how long it will take.

Code deployment lead time, code deployment frequency, and time to resolve problems are predictive of software delivery, operational performance, and organizational performance, and they correlate with burnout, employee engagement, and so much more.

Feedback loops not only enable quick detection and recovery of problems, they also inform us on how to prevent these problems from occurring again in the future. Doing this increases the quality and safety of our system of work, and creates organizational learning.

The mechanisms that have traditionally been suggested for understanding companies can be divided into three broad categories: transaction costs, organizational structure, and competition in the marketplace.

is a collective emergent agglomeration resulting from nonlinear social and organizational interactions

Money is not capital in most of the developing countries. It's just cash. Because it lacks the institutional, organizational, managerial forms to turn it into capital.

lack drama. Why is it that we reward programmers who work all night to remove the errors they put into their programs, or managers who make drastic organizational changes to resolve the crises their poor management has created? Why not reward the programmers who design so well that they don't have dramatic errors, and managers whose organizations stay out of crisis mode? Organizing

If you take 100 breast-cancer samples, 100 types of cancer have 100 different hallmarks of mutated genes. You could be nihilistic and say, 'Oh, God, we'll never be able to tackle this!' But there are deep, systematic, organizational principles at work in all that diversity.

The whole society is a slave hierarchy. Everybody curries favor with the echelon above, and keeps his eye on the echelon below to make sure he isn't being undercut. We have something not too unlike that, ourselves. Any organizational society is, in some ways, like a slave society.

Despotism may be the only organizational alternative to the political structure that we observe.