 |
To survive and succeed, every organization will have to turn itself into a change agent. The most effective way to manage chance successfully is to create it.
|
061 |
 |
…succession has always been the ultimate test of any top management of any institution.
|
070 |
 |
…what underlies the current malaise of so many large and successful organizations worldwide is that their theory of business no longer works.
|
086 |
 |
The theory of the business must be known and understood throughout the organization. That is easy in an organization’s early days. But as it becomes successful, an organization tends increasingly to take its theory for granted…
|
090 |
 |
There are two more clear signals that an organization’s theory of the business is no longer valid. One is unexpected success… The other is unexpected failure… whether one’s own or a competitor’s.
|
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 |
 |
…organization structure has to be impersonal and task focused. Otherwise it is impossible to have continuity and to have people succeed each other.
|
243 |
 |
The attempt to find ‘potential’ is altogether futile. It is less likely to succeed than simply choosing every fifth person. Performance is what counts…
|
253 |
 |
A management that does not define performance as a balance of success and failure over a period of time is a management that mistakes conformity for achievement, and absence of weaknesses for strengths.
|
281 |
 |
Any company that shows an understanding of success makes the key activities… the central elements in its organization structure.
|
414 |
