 |
To diagnose problems early, managers must pay attention to the warning signs. A theory of the business becomes obsolete when an organization attains is original objectives.
|
093 |
 |
Success always obsoletes the very behavior that achieved it. It always creates new realities. It always creates, above all, its own and different problems.
|
102 |
 |
An organization will have a high spirit of performance if it is consistently directed toward opportunity rather than toward problems.
|
284 |
 |
One has got to face up to a very simple, very brutal, very harsh rule – one starves the problems and one feeds the opportunities.
|
285 |
 |
Few things can do as much damage as right decisions to wrong problems.
|
295 |
 |
Truly unique events are quite rare; someone else has already solved virtually every problem an organization faces.
|
298 |
 |
What effective decision makers have learned is to start out with the assumption that the way the problems looks, in all likelihood, is not what it really is.
|
298 |
 |
The problem must be considered from all angles to ensure that the right problem is being tackled.
|
299 |
 |
The outside, the area of results, is much less accessible than the inside. The central problem of the executive in the large organization is insulation from the outside.
|
323 |
 |
…one cannot market research the truly new. Also nothing new is right the first time. Invariably, problems crop up that nobody even thought of.
|
402 |
