Businessman Quotes

At the pinnacle of great design are products so gorgeous and lust-worthy that you want to lick them: a Porsche 911, Samsung's Luxia TV, an Eames lounge chair or anything by Loro Piana.
Building human-centered organizations doesn't imply a return to the paternalistic, corporate welfare practices of the 19th century. Most of us don't want to be nannied.
Businesses fail when they over-invest in what is at the expense of what could be.
During the ten years I lived in the U.K., I frequently attended an Anglican church just outside of London. I enjoyed the energetic singing and the thoughtful homilies. And yet, I found it easy to be a pew warmer, a consumer, a back row critic.
Fact is, inventing an innovative business model is often mostly a matter of serendipity.
I am an ardent supporter of capitalism - but I also understand that while individuals have inalienable, God-given rights, corporations do not.
I don't know whether the universe contains any evidence of intelligent design, but I can assure you that thousands of everyday products do not.
I live a half mile from the San Andreas fault - a fact that bubbles up into my consciousness every time some other part of the world experiences an earthquake. I sometimes wonder whether this subterranean sense of impending disaster is at least partly responsible for Silicon Valley's feverish, get-it-done-yesterday work norms.
I was frustrated for a long time with my colleagues in the business school world and with so many management authors who didn't really see themselves as innovators. They were glorified journalists.
I'm a capitalist by conviction and profession. I believe the best economic system is one that rewards entrepreneurship and risk-taking, maximizes customer choice, uses markets to allocate scarce resources and minimizes the regulatory burden on business.
I'm not one of those professors whose office is encased floor-to-ceiling with books. By the way, I think academics do this to intimidate their visitors.
If corporate leaders and their acolytes are not slaves to some meritorious social purpose, they run the risk of being enslaved by their own ignoble appetites.
If organized religion has become less relevant, it's not because churches have held fast to their creedal beliefs - it's because they've held fast to their conventional structures, programs, roles and routines.
In a democracy, you don't need anyone's permission to form a new political party, publish a politically charged article, or organize a 'tea party.' And in open markets, individuals are free to buy and invest as they see fit.
In a well-functioning democracy, citizens have the option of voting their political masters out of office. Not so in most companies.
In a world of commoditized knowledge, the returns go to the companies who can produce non-standard knowledge.
In an ideal world, an individual's institutional power would be correlated perfectly with his or her value-add. In practice, this is seldom the case.
In most companies, the formal hierarchy is a matter of public record - it's easy to discover who's in charge of what. By contrast, natural leaders don't appear on any organization chart.
In most languages, 'control' is the first synonym for the word 'manage.' Control is about spotting and correcting deviations from pre-defined standards; thus to control, one must first constrain.
In most organizations, change comes in only two flavors: trivial and traumatic. Review the history of the average organization and you'll discover long periods of incremental fiddling punctuated by occasional bouts of frantic, crisis-driven change.
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