 |
Always know that you can be topped and that you can be toppled over. Keeping that in mind will guarantee that you are in your best form for competition.
|
187 |
 |
From the definition of its mission and purpose, a business must derive objectives in a number of key areas, and it must balance these objectives against each other and against the competing demands of today and tomorrow.
|
083 |
 |
There are two more clear signals that an organization’s theory of the business is no longer valid. One is unexpected success… The other is unexpected failure… whether one’s own or a competitor’s.
|
093 |
 |
Management needs to anticipate changes in market structure that result from changes in the economy, from changes in fashion or taste, from moves by competition.
|
103 |
 |
The only true competitive advantage for a company or a nation will increasingly be the productivity of its knowledge workers. This will have a future impact on the governance of the corporation.
|
209 |
 |
Though the great majority of businesses will continue to operate only locally or regionally, they all face, at least potentially, global competition from places they have never even heard of before.
|
348 |
 |
…today’s hypercompetitive business environment assures that if you stall, you will fall.
|
263 |
 |
…often stalls are not caused by the entrance of a bold new competitor or a disruptive innovation… but by chronic failures on the part of companies to closely monitor customer satisfaction and to zealously look for early warning signs of disaffection.
|
267 |
 |
We’ve moved from a premodern world of competing and conflicting sights, odors, sounds, and tactile experience to an era of separate sensory experiences dominated by our most intellectual and distanced sense: vision…
|
121 |
 |
All organizations are competing in a world in which the ability to innovate and adapt to change is not a luxury: it is a necessity.
|
012 |
