|
|
Management:
The relationship [between the superior and associate] is far more like that between the conductor of an orchestra and the instrumentalist than it is like the traditional superior-subordinate relationship.
|
072 |
|
|
Management:
Increasingly, employees have to be managed as partners – and it is the definition of a partnership that all partners are equal.
|
073 |
|
|
Management:
One does not ‘manage’ people. The task is to lead people. And the goal is to make productive the specific strengths and knowledge of each individual.
|
073 |
|
|
Management:
…the assumption to start with is that the technologies that are likely to have the greatest impact on a company and an industry are technologies outside its own field.
|
074 |
|
|
Management:
…end-uses are no longer uniquely tied to a certain product or service… Increasingly, the same want is being satisfied by very different means.
|
075 |
|
|
Management:
It is the want that is unique, and not the means to satisfy it.
|
075 |
|
|
Management:
If I impart information, I still have it. And in fact, information becomes more valuable the more people have it.
|
075 |
|
|
Management:
…management has to start out with the assumption that there is no one technology that pertains to an industry and that, on the contrary, all technologies are capable – and indeed likely – to be of major importance to any industry…
|
075 |
|
|
Management:
…the noncustomers of an enterprise… are as important as the customers, if not more important.
|
075 |
|
|
Management:
The starting point has to be what customers consider value. What is value to the customers is always something quite different from what is value or quality to the supplier.
|
076 |
