We actually send documents to more people because we can, because it is so easy to send a mass e-mail. Then, everyone who got the e-mail, at a minimum, wastes the time it takes to read it. It’s so easy to set up meetings and invite anyone to the meeting with the click of a mouse. So we do it, without even thinking about the time it wastes. In our personal and professional lives, we have actually increased our daily costs and made our lives less efficient. This book is about a radically new way of thinking. Don’t think, “Where can I buy the cheapest X?” Instead think, “Do I need to buy X at all?”
It used to be said that¾It is not whether you win or lose, it’s how you play the game. That old saying might be fine to coach a soccer team. But in today’s dynamic working environment it’s all about winning. With that said, companies and individuals must focus on the mechanisms
In The Future of Management, Gary Hamel argues that organizations need management innovation now more than ever. Why? The management paradigm of the last century—centered on control and efficiency—no longer suffices in a world where adaptability and creativity drive business success. To thrive in the future, companies must reinvent management.
Most companies, and certainly most managers, focus on inputs rather than outputs. They look at process—the 1001 tasks you have to do each week. Whereas they should be looking at results—specifically at what produces the best results. Yet, when you really scrutinize what produces great results, the answer is surprising. Most
An organization needs to figure out what it does, make sure it is feasible, and do it the best they possibly can.
Strategy must include the overall vision of the organization as taught in MBA schools. But it must also go way beyond what is taught in these classes. It must also include steps that are necessary to achieve this vision.
It doesn’t matter how cool your product is, how much money you dump into advertising, or how many discounts and sales you have. If customers don’t love your product, they won’t buy it repeatedly. They won’t tell their friends, and they will often leave in search of a product they do love.
You have to give the customer an overall experience, or they won’t have a connection to your product.
A development process usually kicks off with some kind of information gathering, whether it is gathering customer requirements or market data.
The most productive salesperson is the one who spends more time analyzing accounts, and less time courting them.