 |
We live in a vastly more complex world that is changing at warp speed. The systems that worked in the past won’t work in the future.
|
021 |
 |
Firms that bill by the hour operate in a system that ensures that neither they nor their employees are rewarded for working more efficiently. Clients, in turn, may not get the best quality of work they could.
|
116 |
 |
…for the past 40+ years, we have been building companies with a definition of business that is actually bad for business and undermines the very system of capitalism it proclaims to embrace.
|
072 |
 |
…we, the consumers, get the best of everything…at least we do if the system is balanced.
|
073 |
 |
It’s a big deal to disrupt a system. Revolutions are fraught with risk. They are sudden. They are violent. And there is almost always a counterrevolution…
|
085 |
 |
This finite system we have now will run itself dry of will and resources eventually. It always does. It always does.
|
086 |
 |
What a manager does can be analyzed systematically.
|
010 |
 |
Making the business of tomorrow cannot be a flash of genius. It requires systematic analysis and hard, rigorous work today – and that means by people in today’s business and operating within it.
|
032 |
 |
Without systematic and purposeful abandonment, an organization will be overtaken by events. It will squander its best resources on things it should enver have been doing or should no longer do.
|
092 |
 |
…managers are made not born. There has to be systematic work on the supply, the development, and the skills of tomorrow’s management. It cannot be left to luck or chance.
|
251 |
