Quotes About Processes

Neoliberalism is the defining political economic paradigm of our time—it refers to the policies and processes whereby a relative handful of private interests are permitted to control as much as possible of social life in order to maximize their personal profit.

Three classes of factors affect what an organization can and cannot do: its resources, its processes, and its values.

An organization's capabilities reside in two places. The first is in its processes—the methods by which people have learned to transform inputs of labor, energy, materials, information, cash, and technology into outputs of higher value. The second is in the organization's values, which are the criteria that managers and employees in the organization use when making prioritization decisions.

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." Processes are intangible; they belong

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.

This is what processes aligned with customer jobs do: they shift complexity and nuisances from the customer to the vendor, leaving positive customer experiences and valuable progress in their place.

Processes and values define how resources—many of which can be bought and sold, hired and fired—are combined to create value.

When disruptive change appears on the horizon, managers need to assemble the capabilities to confront the change before it has affected the mainstream business. In other words, they need an organization that is geared toward the new challenge before the old one, whose processes are tuned to the existing business model, has reached a crisis that demands fundamental change.

Managers whose organizations are confronting change must first determine that they have the resources required to succeed. They then need to ask a separate question: does the organization have the processes and values to succeed?

Denying children the opportunity to develop their processes is not the only way outsourcing has damaged their capabilities, either. There is something far more important at risk when we outsource too much of our lives: our values.

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.

sensible resource allocation processes were at the root of companies' upward mobility and downmarket immobility across the boundaries of the value networks in the disk drive industry.

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.

we biased ourselves toward resources over the processes. It is what I described in the previous chapter as something parents do, and it's an easy mistake to make.

Finally, we recommend most strongly that medical educators must begin teaching tomorrow's doctors to become much better at creating, improving, and managing processes and systems.

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

Of course it's the apparently tranquil periods that deceive us. Though our instruments or our senses or our wits may not be able to see the processes that are leading toward these clusters of events, they're happening. The star, the wheel, the butterfly—all are in a subtle state of unrest, waiting for the moment when some invisible mechanism signals that the time has come. Then the star explodes; the wheel makes poor men rich; the butterfly mates and dies.

The manner of a fool,' said Mr. Blackwood, 'when it masks the mental processes of a wise man, is an advantage of great worth to a detective.

If you have leaders with the right behavior, a culture that rewards execution, and a consistent system for getting the right people in the right jobs, the foundation is in place for operating and managing each of the core processes effectively.

Much has been written about Jack Welch's style of management—especially his toughness and bluntness, which some people call ruthlessness. We would argue that the core of his management legacy is that he forced realism into all of GE's management processes, making it a model of an execution culture.

the reality is that the best outsourcing is not about getting rid of work you don't want to do. If it's truly dumb work, maybe it doesn't have to be done at all. Maybe processes can be automated.

many reasons to learn how to program: To understand our world. To study and understand processes. To be able to ask questions about the influences on their lives. To use an important new form of literacy. To have a new way to learn art, music, science, and mathematics. As a job skill. To use computers better. As a medium in which to learn problem-solving.

Life and 'Mind' are systemic processes.