Businessman Quotes

It doesn't matter much where your company sits in its industry ecosystem, nor how vertically or horizontally integrated it is - what matters is its relative 'share of customer value' in the final product or solution, and its cost of producing that value.
It's important to remember that innovators in business don't always get a platform.
It's not just that individuals have lost faith in the integrity of their leaders, it's that they no longer believe society's most powerful institutions are acting in their interests.
It's not unusual for a would-be entrepreneur to get turned down half a dozen times before finding a willing investor - yet in most companies, it takes only one 'nyet' to kill a project stone dead.
Large organizations don't worship shareholders or customers, they worship the past. If it were otherwise, it wouldn't take a crisis to set a company on a new path.
Like a child star whose fame fades as the years advance, many once-innovative companies become less so as they mature.
Management innovation is going to be the most enduring source of competitive advantage. There will be lots of rewards for firms in the vanguard.
Most companies don't have the luxury of focusing exclusively on innovation. They have to innovate while stamping out zillions of widgets or processing billions of transactions.
Most of us do more than subsist. From the vantage point of our ancestors, we live lives of almost unimaginable ease. Here again, we have innovation to thank.
Most of us understand that innovation is enormously important. It's the only insurance against irrelevance. It's the only guarantee of long-term customer loyalty. It's the only strategy for out-performing a dismal economy.
Obviously, you don't have to be religious to be moral, and beastly people are sometimes religious.
Online hierarchies are inherently dynamic. The moment someone stops adding value to the community, his influence starts to wane.
Over the centuries, religion has become institutionalized, and in the process encrusted with elaborate hierarchies, top-heavy bureaucracies, highly specialized roles and reflexive routines.
Over time, a successful company will acquire much in the way of resources and momentum, and these things often insulate it from reality once it has stopped being successful.
Power has long been regarded as morally corrosive, and we often suspect the intentions of those who seek it.
Remarkable contributions are typically spawned by a passionate commitment to transcendent values such as beauty, truth, wisdom, justice, charity, fidelity, joy, courage and honor.
The biggest barriers to strategic renewal are almost always top management's unexamined beliefs.
The fact is, society is made more hospitable by every individual who acts as if 'do unto others' really was a rule.
The real damper on employee engagement is the soggy, cold blanket of centralized authority. In most companies, power cascades downwards from the CEO. Not only are employees disenfranchised from most policy decisions, they lack even the power to rebel against egocentric and tyrannical supervisors.
To create an organization that's adaptable and innovative, people need the freedom to challenge precedent, to 'waste' time, to go outside of channels, to experiment, to take risks and to follow their passions.
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