 |
There is no one right or universal [organization] design; each enterprise needs to design around the key activities appropriate to its mission and its strategies.
|
405 |
 |
…multiproduct, multitechnology, and multinational companies of today do have to concern themselves, in their organizational design and structure, with organization according to the flow of information.
|
409 |
 |
Organization design and structure require thinking, analysis, and a systematic approach.
|
410 |
 |
Mastery of design, empathy, play, and other seemingly ‘soft’ aptitudes is now the main way for individuals and firms to stand out in a crowded marketplace.
|
034 |
 |
In a world enriched by abundance but disrupted by the automation and outsourcing of white-collar work, everyone, regardless of profession, must cultivate an artistic sensibility… today we must all be designers.
|
069 |
 |
Design – that is, utility enhanced by significance – has become an essential aptitude for personal fulfillment and professional success…
|
070 |
 |
From the moment some guy in a loincloth scraped a rock against a piece of flint to create an arrowhead, human beings have been designers.
|
075 |
 |
Indeed, one of design’s most potent economic effects is this very capacity to create new markets…
|
081 |
 |
Good design can change the world. (And so, alas, can bad design.)
|
081 |
 |
Good design, now more accessible and affordable than ever, also offers us a chance to bring pleasure, meaning, and beauty to our lives.
|
086 |
