 |
…unchangeable core values provide the partners with a steady and shared compass for navigating the inevitable storms of business life.
|
407 |
 |
The culture of an organization flows directly form the real values and the observable behavior of the company’s leadership.
|
414 |
 |
…the organization-centered leader… understands that his value is multiplied many times over because of the contributions of others.
|
420 |
 |
…the broadest definition of product… encompasses any source of value for the people who become customers.
|
28 |
 |
…which of our efforts are value-creating and which are wasteful? This question is at the heart of the lean manufacturing revolution…
|
47 |
 |
The two most important assumptions entrepreneurs make are what I call the value hypothesis and the growth hypothesis.
|
61 |
 |
…if we’re building something that nobody wants, it doesn’t much matter if we’re doing it on time and on budget.
|
77 |
 |
The first step in understanding a new product or service is to figure out it if it is fundamentally value-creating or value-destroying.
|
85 |
 |
In reality, capturing value is an intrinsic part of the product hypothesis.
|
175 |
 |
Every time we interact with another person at work, we have a choice to make: do we try to claim as much value as we can, or contribute value without worrying about what we receive in return?
|
4 |
