Archive for August, 2004

Aug 31st 2004 Frederick W. Smith

There are two keys to innovation. The first is the ability to think beyond relatively conventional paradigms and to examine traditional constraints using nontraditional thinking. You have to be able to go outside your own frame of reference and find another way to look at a problem. The second key to innovation is the ability to discern the important issues and to keep your real goal in view.
Frederick W. Smith

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Aug 29th 2004 Joanne Sammer, Mike Costa

Unlike many systems, ERP suites are designed under the assumption that an organization will modify its business processes to suit the software, rather than the other way around. ERP systems work most effectively in an organization that integrates processes across all parts of the enterprise, freely shares information, and uses common terminology. “You have to step back from ERP and realize that its success lies as much with business process reengineering and standardizing business rules and processes as it does with the software.”
Joanne Sammer, Mike Costa

No Comments » Posted by Administrator / IT / Internet / E-Business and Process

Aug 27th 2004 Pearl S. Buck

The young do not know enough to be prudent, and therefore they attempt the impossible — and achieve it, generation after generation.
— Pearl S. Buck

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Aug 23rd 2004 Glen Hiemstra

In the next quarter-century, more and more kinds of work will be eligible to be done anywhere in the world by people who are skilled enough to do them. Companies of all kinds will be forced to ask, ‘What is our obligation to, commitment to, interest in the community and our workers? What are we really here for?’ I don’t know what the answers will be. They may say that the only things that matter are survival of the company and shareholder value, or they’ll have a more complex answer. But companies will have to sit down and decide what is really important and what that means in terms of moving the work or not moving the work.
Glen Hiemstra

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Aug 21st 2004 Kenichi Ohmae

I do not believe China should be forced to hold democratic elections, even if that were possible. Its population would vote for leaders who distribute wealth to the poor. But there are still 900 million farmers in China with an average annual income of $500; distribution of wealth would simply be a synonym, as it is in India, for the distribution of poverty.

The Western debate over China’s political acceptability should not be cast as a simple matter of right or wrong, but of when and how. Politically, China is comparable to the United States of 1800: an emerging nation with high ideals but widespread poverty and a great many practices that other regions find intolerable. People tend to forget that the U.S. did not establish civil rights legislation until the 1960s. A decade or two of economic growth, under the shrewd and highly motivated leaders of Chung-hua Inc., will provide China’s people with the necessary education in the ways of capitalism, just as working for a large corporation does the same for young managers. It will also give the Chinese people an appetite for self-determination and participation because they will see what their efforts can achieve. That, in turn, may lead to a country whose openness and capability for democracy ultimately surprise the rest of us. Already, some village leaders are elected; this may slowly spread to regional officials, and then upward to the central government.
Kenichi Ohmae

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Aug 19th 2004 Soren Kierkegaard

Life can only be understood by looking back, but can only be lived by looking forward.
Soren Kierkegaard

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Aug 18th 2004 Hermann Simon

It can be said that the human being has changed very little during the known course of history. The statements by Plato, Aristotle, or Seneca about the human being, his/her behaviour and conduct, are as accurate today as they were in ancient times. We gain, therefore, valuable insight when we interpret current developments and the future in light of historical analogies.
Hermann Simon

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Aug 16th 2004 Edward E. Lawler

Organizations sometimes practice an unconscious hypocrisy, preaching a people-focused leadership style while rewarding managers solely on the basis of financial and operating results. This causes managers to focus more on the bottom-line results than on the process of obtaining them. Often this leads to a number of counterproductive outcomes, such as managers’ resorting to demanding, autocratic, or punitive leadership in order to get short-term results. Of course, the long-term consequences of this type of leadership are horrific, including alienating good employees and driving them away.

A “results are all that counts” approach to leadership is especially prone to arise in companies that frequently rotate managers from one job to another. Because the negative effects of their behavior do not show up until they have left, autocratic managers are often not held accountable for the long-term impact of their management style. Furthermore, all too often, new managers who follow them end up failing as a result of inheriting the bad situation created by their predecessors.
Edward E. Lawler

No Comments » Posted by Administrator / Leadership and Organizational Behavior

Aug 14th 2004 Rob Waite

Most people do have great value that they can offer, however they are poor at communicating what that value is. Therefore, often it is not the person with the most innate talent that gets hired; it is the person who can best articulate, in a winning way, what their talent is that gets them the job offer.
Rob Waite

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Aug 12th 2004 Alan Bird, Robin Buchanan, Paul Rogers and Marcia

All top leaders need to be generically capable leaders (or developed into becoming so), but each will have a “spike of excellence.” It’s important to play to that strength while continuing to develop the generic leadership skills or a secondary area of excellence required to be an outstanding leader.
Alan Bird, Robin Buchanan, Paul Rogers and Marcia

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