 | Management Quotes |  |
Most people overestimate what is going to happen in the next 2 or 3 years and underestimate what is going to happen in the next decade.
— Bill Gates
No Comments » Posted by Administrator / Personality / Behavior and Trends / Analysis
Over-management saps responsibility. We care less for what is common than for what is our own. Products and outcomes need to be connected to individuals, so they can take praise and blame. Without that, our pride turns against our work, rather than attaching itself to work. No pride, no motivation. But pride requires an occasion for achievement.
— Russell Muirhead
No Comments » Posted by Administrator / Management and Organizational Behavior
I think about fitting work in the same way we might think about other practices, often drawn from arts, games, or sports, like piano playing or baseball.
The first thing to ask is whether we have the right aptitudes. No aptitude, no fit. If you’re tone deaf, music is probably not for you. This kind of fit is what society needs: from a social point of view, each person should do that job that his or her aptitude fits best. This way, tasks get done quickly and efficiently.
That’s no small matter (how often do we wish to do what we are no good at!), but there is a second thing to ask about fit. There are lots of activities we might have an aptitude for, but cannot manage to identify with or enjoy. You might be very good at accounting.Yet you might not be able to think of yourself as an accountant, to take any enjoyment from the activity, to connect it in any deep way to who you are. Fitting work in the deepest sense means having an ability to realize and to enjoy the distinctive goods that your work offers. This kind of fit is what matters most on a personal level.
— Russell Muirhead
No Comments » Posted by Administrator / Career and Personal Development
The image of perfect freedom neglects the fact that many attractive and enjoyable human goods require some discipline and practice. Our enjoyment of cooking or poker or baseball is amplified when we are good at them. It is hard to live a happy life if we develop no talent whatsoever. Becoming good at one thing precludes doing other things. The perfectly free life, with no roles, would not be a very happy one.
— Russell Muirhead
No Comments » Posted by Administrator / Career and Personal Development
One does not discover new lands without consenting to lose sight of the shore for a very long time.
— Andre Gide
No Comments » Posted by Administrator / Innovation
Strategy involves choices — the choice of what to do, and the choice of what not to do. The Internet increased both the opportunity and the complexity in strategic decision making; mobility promises — and threatens — to intensify both, particularly as industry and application boundaries become more permeable.
— Venkatesh Shankar, Tony O’Driscoll, and David Reib
No Comments » Posted by Administrator / Strategy
A theory is the more impressive the greater the simplicity of its premises, the more different kinds of things it relates, and the more extended its area of applicability.
— Albert Einstein
No Comments » Posted by Administrator / Miscellaneous and Thought
The game of value capture is no longer won by finding and protecting a defensible position: It’s won by developing a business system that’s quicker and better at using information, and adapting the system as the industry evolves.
— Rhonda Germany and Raman Muralidharan
No Comments » Posted by Administrator / Business Rules and Strategy
The availability of information is perhaps the single most significant contributor to corporate change. As Nobel laureate economist Ronald Coase concluded almost 70 years ago, the boundaries of the firm are defined by its transaction costs. “A firm will tend to expand until the costs of organizing an extra transaction within the firm become equal to the costs of carrying out the same transaction on the open market,” Mr. Coase, now a professor emeritus at the University of Chicago Law School, wrote. In the past, those costs were determined largely by information. Who could supply the needed goods? At what quality? For what price? Were better prices available? Better quality? Could delivery be guaranteed more quickly?
Hard to acquire and imperfect, information contributed to high transaction costs, which in turn led firms in many industries to vertically integrate…Today, as the costs of sharing and using information fall, companies and their industries have an impetus to “de-integrate,” according to the Coase theory. The trend is accelerating as the Internet and other services give companies access to even more information. The impact: The threshold of cost set by the availability of information can no longer define the firm’s or the industry’s boundaries.
The result is industry value chains that are undergoing almost continuous evolution. The morphing value chain — you might call its new form a value web, an extended enterprise, or (our favorite) a value constellation — challenges firms that thrived with an integrated approach. The best value-capture mechanisms may now lie outside the individual firm’s boundaries. Yet the value created by a firm may be necessary to the viability of the entire constellation. The nature and definition of the firm are also undergoing profound changes, thanks to the ubiquity of information. The firm is shifting from a self-contained value-creation and -capture apparatus into one part of an interdependent community whose members continually negotiate responsibility for value creation and the right to value capture.
— Rhonda Germany and Raman Muralidharan
1 Comment » Posted by Administrator / Economics and Information
History reveals the dirty little secret of innovation: Its potential remains dormant unless it is coupled with a business system that unleashes its disruptive energy — either by unsettling an existing industry or by creating a new one — and channels that energy into a value-capturing enterprise.
— Rhonda Germany and Raman Muralidharan
No Comments » Posted by Administrator / Innovation