|
|
Management:
…in knowledge-based work especially, additional capital investment is likely to require more rather than less labor.
|
343 |
|
|
Management:
…every organization,- not just businesses – needs one core competence: innovation.
|
346 |
|
|
Management:
Strategy has to be based on information about markets, customers, and noncustomers; about technology in one’s own industry and others; about worldwide finance; and about the changing world economy. For that is where the results are.
|
347 |
|
|
Management:
Capital… is the one key resource of the organization, and it is by no means the scarcest one. The scarcest resources in any organization are performing people.
|
347 |
|
|
Management:
Inside an organization, there are only cost centers. The only profit center is a customer whose check has not bounced.
|
348 |
|
|
Management:
Though the great majority of businesses will continue to operate only locally or regionally, they all face, at least potentially, global competition from places they have never even heard of before.
|
348 |
|
|
Management:
A serious cause of business failure is the common assumption that conditions… must be what we think they are or at least what we thing they should be.
|
348 |
|
|
Management:
…in general, the majority of enterprises have yet to start the job [of business intelligence]. It is fast becoming the major information challenge for all enterprises.
|
348 |
|
|
Management:
By now it is clear that no one can provide the information that knowledge workers need, except knowledge workers themselves. But few managers so far have made much of an effort to decide what they need, and even less, how to organize it.
|
349 |
|
|
Management:
…only individual knowledge workers can decide how to organize their information so that it becomes their key to effective action.
|
349 |
