Quotes About Efficiency

The first involves streamlining operations and introducing cost innovations from manufacturing to distribution.

The theory that any idea that takes more than ten minutes to communicate is probably too complicated to be any good

the reason buyers love these blue ocean offerings isn't because they involve bleeding-edge technology per se, but because these offerings make the technology essentially disappear from buyers' minds. The products and services are so simple, easy to use, fun, and productive that buyers fall in love with them.

I was beginning to learn what all good pros and students of tennis must learn: that images are better than words, showing better than telling, too much instruction worse than none, and that trying often produces negative results. One question perplexed me: What's wrong with trying? What does it mean to try too hard? PLAYING

The backhand can be used to advantage only on a tennis court, but the skill of mastering the art of effortless concentration is invaluable in whatever you set your mind to.

If anything, there's a reverse Moore's Law observable in software: As processors become faster and memory becomes cheaper, software becomes correspondingly slower and more bloated, using up all available resources.

There will always be humans, lots of them, who provide the data that makes the networked realization of any technology better and cheaper.

Let the rabbit of free enterprise out of its velveteen bag and too many people would have to be fired, too much idiocy exposed to the light of judgment or ridicule, too much vanity sacrificed to the fires of efficiency. Such a catastrophe obviously would threaten the American way of life, to say nothing of the belief in free markets.

Serial innovators don't fall into the tinkering trap. They don't try to fix everything that's broken or improve things that aren't running perfectly. Instead, they focus on fixing the things that will make the biggest difference.

Law of Airlines: The shorter the time between flights, the greater the distance between gates.

If you'd see my schedule, you'd know I have no time to slow down.

You ever think about unpacking anything?" "I've got a system. One room at a time." He

The trouble with organizing a thing is that pretty soon folks get to paying more attention to the organization than to what they're organized for.

If my response seems slow when asked a question, I always explain: 'It is because I have numerous files and subfiles to sort through in order to retrieve the info . . . please stand by. Help . . . my computer needs more memory!

The computer is a cool medium. . . . you can keep things crisp, refrigerated in a way.

The goal seems to me at times just to be business first.

Together, often by unanimous vote, the council has worked quickly to get positive results.

I haven't been quite as smart about living as I have been about working. At work, everything was about precision and efficiency, while in my life everything has been about daydreaming, longing, and confusion.

There is nothing so useless as doing efficiently that which should not be done at all. –PETER F. DRUCKER

Effectiveness refers to successfully producing the expected or desired result; it's the degree to which you achieve your objectives, solve problems, and realize profits. In business, effectiveness is summed up by "doing the right things." Efficiency is the accomplishment of a job with the minimum expenditure of time, effort, and cost—the shortest distance between a goal and a checkmark. In business, efficiency is summed up by "doing things right.

Executives execute. No one cares how many hours you spend at work and how many items you check off your to-do list. Execution and results are all that really matter in any business.

Rather than dividing your attention between twenty goals and doing none of them well, pick one to three goals and execute them brilliantly. Multitasking works no better for team achievement than it does for individual productivity; you're better off single-tasking in a fierce, focused way.

One of the many things Peter Drucker taught us was that only two things actually generate profit: marketing and innovation. Everything else is an expense.

By its very nature, strategic thinking requires you to learn to make the best decisions you can as quickly as possible, boosting innovation and flexibility, helping your team adapt to circumstances as they change.