 | Management Quotes |  |
There is value in careful planning and thoughtful preparation. However, until there is execution, no plan is flawed; no preparation inadequate. Execution spotlights all. Cultures can get enamored with the preliminaries since there are no consequences.
— Chip R. Bell
No Comments » Posted by Administrator / Execution and Planning
Any traditional call center is measured in terms of cost: How long did the customer have to wait? How many calls went through the call center versus using self-service? How long was the average call? The challenge comes when you want to drive revenue out of the contact center. Those metrics get turned on their head. It takes time to sell to a customer. You’re inherently lengthening that call. That is the number-one disconnect.
— Elana Anderson
No Comments » Posted by Administrator / Customer Related and Marketing
A vision describes the future - where you are going or where you want to go. Without a clear and comprehensive vision statement, an organization will flounder and pull in different directions. With clear vision, everyone has a unified organizational view of the future and clear direction, enabling people to row in the same direction. But, do people row hard enough and long enough? Do they have deep reservoirs of energy that is required for sustained effort? What is their reason to row?
— Navin V. Nagiah
No Comments » Posted by Administrator / Vision
My behaviour determines my emotions; my habits develop my behaviour; my will dictates my habits; my character directs my will.
— Tom Crane
No Comments » Posted by Administrator / Personality / Behavior
I do not seek unpopularity as a badge of honour, but sometimes it is the price of leadership and the cost of conviction.
— Tony Blair
No Comments » Posted by Administrator / Leadership
Activities consume resources – people, materials and equipment – and this consumption can be measured. Activities are triggered by events, which can be counted, or decisions, which can be reviewed. Activities produce outputs – products and services, which can be counted and measured. Activities can be undertaken by different methods, which will vary the unit cost. Activities are linked together to form business processes. Understanding what activities are, what they cost, what drives them, what they produce, how they are done and how they are linked together is useful.
We have understood manufacturing activities in this way for years. We measure the consumption of direct labour and materials in making products. On average, however, direct labour, materials and components account for around two thirds of total costs in manufacturing businesses. The other, unmeasured, third is overhead activities and costs. In service industries, the ratio is the other way round – the unmeasured ‘overhead’ accounts for two-thirds or more of costs.
Overhead costs are the black hole in conventional management information systems. Activity Based Management (ABM) shines light into the hole. Knowledge of a business at the level of activities is the basic building block upon which new understanding can be built of where profits are being made and where they are being eroded.
— Brian Plowman
No Comments » Posted by Administrator / Accounting and Management
I hate synergy, but a natural relationship is valid. Over the years, you will create more. Value will grow. “Synergy” requires discipline. Everything has to be hand-wired. There’s no scalability. If the opportunistic gene is the biggest part of you, it conflicts with this executional, rationalized, one-company approach. Synergy is too constraining.
— Barry Diller
No Comments » Posted by Administrator / Management
We have much better customer service than we used to. Some people say, “Sure, we’re doing CRM because we have friendlier telephone operators.” I call that random-access CRM. No matter how great the service is, it doesn’t matter if the company doesn’t remember the customer.
We call that the “goldfish principle,” after Dory, the goldfish, in Finding Nemo. She’s lovely, but she can’t remember a thing two minutes after it happened. In the book, we use the example of our friend who stayed at a hotel in Atlanta. When he asked for a wake-up call, the clerk offered him complimentary coffee and a copy of the Journal-Constitution. He requested tea and The Wall Street Journal instead, and those arrived the next morning. But the next evening, when he asked for his wake-up call, the clerk again offered him coffee and the Journal. We see so many companies demonstrating the goldfish principle; they offer better service, but it’s not a relationship.
— Martha Rogers
No Comments » Posted by Administrator / Customer Related
Some people look for things that went wrong and try to fix them. I look for things that went right and try to build on them.
— Bob Stone
No Comments » Posted by Administrator / Change Management and Improvement
Management has a lot to do with answers. Leadership is a function of questions. And the first question for a leader always is: ‘Who do we intend to be?’ Not ‘What are we going to do?’ but ‘Who do we intend to be?’
— Max De Pree,
No Comments » Posted by Administrator / Leadership and Management