 | Management Quotes |  |
Pricing strategies fail when nobody in the organization can report on how they are being implemented, and when there is no way to sense how customers are responding to them. Without analytic processes to interpret the outcomes of pricing decisions—changes in profitability and customer satisfaction, for example—companies are more or less flying blind.
— Greg Cudahy and George L. Coleman
No Comments » Posted by Administrator / Marketing
Organizations in trouble know “where it hurts.” But when the pain isn’t obvious, organizations need better sensing capabilities to detect their more subtle or hidden transformation needs. They also need a greater ability to act on insight, because changing from a position of strength often requires altering areas of the business that are currently successful, or at least profitable, and the likelihood of internal resistance to this kind of change is much greater.
At the heart of all successful change programs, and especially ahead-of-the-curve transformation, is the ability first to see new realities and necessities, then to form insights and convert them into effective strategies, and finally to catalyze the new strategies—to get others to act on the vision.
So how do accomplished early transformers manage to see both far and wide, capturing more data from the periphery of their vision? They do so by embracing data sources beyond what they get from traditional enterprise systems. They tap frontline employees for ideas, look beyond the walls of their company and industry, and listen intently to the voices of their critics.
— Tim Breene, Walter E. Shill and Paul F. Nunes
No Comments » Posted by Administrator / Change Management and Management
Benchmarking is very popular today — but companies benchmark the wrong thing. They benchmark what other companies do, when they should be benchmarking how those companies think.
— Unknown
No Comments » Posted by Administrator / Best Practices and Management
Scenarios are, in the end, simply a best guess at the future, tempered by informed judgment as to how trends may play out over time. The risk here is that it is very easy to believe the future that plays into our own set of biases. Compounding this is the absence of any way of predicting when discontinuities might logically occur or what their impact might be on the competitive environment.
— John E. Treat, George E. Thibault and Amy Asin
No Comments » Posted by Administrator / Future and Strategy
The way to an interesting life is to stay on the steep part of the learning curve.
— Nolan Bushnell
No Comments » Posted by Administrator / Learning and Life
Messages should do four things: establish a Connection, promise a Reward, inspire Action, and stick in Memory. (CRAM)
— Katya Andresen
No Comments » Posted by Administrator / Communication and Marketing
A computer can tell you down to the last dime what you’ve sold. But it can never tell you how much you could have sold.
— Sam Walton
No Comments » Posted by Administrator / Management and Sales
Resilience is one of the key qualities desired in business leaders today, but many people confuse it with toughness. Toughness is an aspect of resilience, certainly, as it enables people to separate emotion from the negative consequences of difficult choices. It can be an advantage in business, but only to a point. That’s because it can create an armor that deflects emotion, and it can cut you off from many of the resources needed to bounce back—notably, the people around you. Resilience, by contrast, is not about deflecting challenges but about absorbing them and rebounding stronger than before.
— Glenn E. Mangurian
No Comments » Posted by Administrator / Leadership
There are two qualities that usually determine a creative persons potential…curiosity and determination. The curious learn, grow, and develop potential. The determined have the resolve to overcome the obstacles they encounter on their way to fulfilling their potential.
— Michael Iva
No Comments » Posted by Administrator / Creativity and Success
I try to argue as if I am right, but listen as if I am wrong.
— Bob Sutton
No Comments » Posted by Administrator / Communication and Persuasion