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…there are people who are quick to recognize impending change and cry out an early warning… they are usually in middle management.
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108 |
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When you think about it, first versions of most things usually are [disappointing].
|
113 |
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…if your instincts suggest that a ’10X’ improvement could make [a] capability exciting or threatening, you may very well be looking at the beginning of what is going to be a strategic inflection point.
|
114 |
 |
The more complex the issues are, the more levels of management should be involved because people from different levels… bring completely differently points of views and expertise to the table…
|
114 |
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If you are in middle management, don’t be a wimp. Don’t sit on the sidelines waiting for the senior people to make a decision so that later on you can criticize the over a beer… Your time for participating is now.
|
115 |
 |
Lots of aspects of managing an organization through a strategic inflection point petrify the participants, senior management included.
|
116 |
 |
…you have to know when to hold your data and when to fold ’em. You have to know when to argue with data. Yet you have to be able to argue with the data…
|
117 |
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Constructively debating tough issues and getting somewhere is only possible when people can speak their minds without fear of punishment.
|
117 |
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With all this rhetoric about how management, is about change, the fact is that we managers loathe change, especially when it involves us.
|
123 |
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Getting through a strategic inflection point involves confusion, uncertainty and disorder, both on a personal level if you are in management and on a strategic level for the enterprise as a whole.
|
123 |
