Archive for April, 2006

Apr 30th 2006 Henry Mintzberg

MBA programmes tend to emphasise analysis and technique – they teach you to understand market research, to evaluate financial data and so on. All those things are fine and important but if you take that to be management, you’re in trouble. Conventional MBA programmes are mostly for young people with little or no experience. Management isn’t a science or a profession that can be taught in a classroom. It’s a practice. And it’s a practice that grows out of experience.
Henry Mintzberg

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Apr 30th 2006 Henry Mintzberg

Everyone is against micro managing but I think macro managing is far worse; it means you’re working at the big picture but you don’t know the details. CEOs who adopt this approach are incapable of coming up with interesting strategies or fresh approaches because they don’t know what’s going on in the business at ground level.
Henry Mintzberg

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Apr 29th 2006 Morgen Witzel

Machiavelli maintains that a sufficiency of virtú (virtue) allows leaders to recognise when chance has given them an opportunity, and to take advantage of fortuna (luck) by reacting quicker than competitors or opponents.
Morgen Witzel

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Apr 29th 2006 Antony Jay

The only helpful way to examine organisations and their management is as something neither moral nor immoral, but simply a phenomenon; not to look for proof that industry is honourable or dishonourable, but only for patterns of success and failure… and for the forces which produce them.
Antony Jay

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Apr 28th 2006 Herbert Simon

What information consumes is rather obvious: it consumes the attention of its recipients. Hence a wealth of information creates a poverty of attention and a need to allocate that attention efficiently among the overabundance of information sources that might consume it.
Herbert Simon

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Apr 26th 2006 Ursula K. Leguin

When action grows unprofitable, gather information; when information grows unprofitable, sleep.
— Ursula K. Leguin

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Apr 26th 2006 Vanessa Dimauro

The shortest distance between two people is solving a common puzzle.
— Vanessa Dimauro

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Apr 25th 2006 Aristotle (David Cunningham)

The orator persuades by moral character when his speech is delivered in such a manner as to render him worthy of confidence; for we trust such persons to a greater degree, and more readily. This is generally true for all types of arguments, and absolutely true when there is uncertainty and room for doubt.
Aristotle (David Cunningham)

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Apr 24th 2006 Joseph B. Lassiter III

Visionaries buy on the promise of a product; pragmatists buy when the product’s benefits are proven. But pragmatists usually control the bulk of the money. Understanding how a specific set of pragmatists and visionaries relate to one another in the application that the venture chooses to pursue is the key to rapid revenue growth; because, if you do business with the “wrong” visionaries, they’ll lead you away from the very pragmatists you will need to turn a high-potential venture into a high-performance venture.
Joseph B. Lassiter III

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Apr 23rd 2006 Robert L. Sutton

If you can’t decide which new projects or ideas to bet on based on their objective merits, pick those that will be developed by the most committed and persuasive heretics.
Robert L. Sutton

No Comments » Posted by Administrator / Innovation