 |
Once your core focus is clear, your people, processes, and systems can be put in place to drive it with consistency.
|
52 |
 |
…you can’t be in a system while at the same time understanding the system you’re in.
|
149 |
 |
…you need to show… how the new system will create efficiencies to make their lives easier and the company more successful.
|
159 |
 |
The workforce has become an ecosystem comprised of mutually reinforcing independent agents. An ecosystem, by definition, interacts or it does not survive.
|
27 |
 |
By designing in quality at every stage of a business process, enterprises of all types… wring inefficiencies from their systems and greatly improve productivity.
|
212 |
 |
A framework is another way to describe a system; each part mutually enforces every other part.
|
271 |
 |
Failure to meet commitments is a systemic failure that no organization can long tolerate among its members.
|
134 |
 |
…there are only three possible routes to helping someone succeed: Devise a support system. Find a complementary partner. Or find an alternative role.
|
185 |
 |
As with all focus-on-strengths strategies, devising a support system is more productive and more fun than trying to fix the weakness.
|
186 |
 |
Most employees are promoted to their level of incompetence. It’s inevitable. It’s built into the system.
|
198 |
