business

A Quote by Bill Taylor on business, competition, and vuja de

Let's face it: Most companies in most industries have a kind of tunnel vision. They chase the same opportunities that everyone else is chasing, they miss the same opportunities that everyone else is missing. It’s the companies that see a different game that win big. The most important question for innovators today is: What do you see that the competition doesn't see?

Answering that question requires vuja dé. And vuja dé requires a radical shift in perspective—which is why outsiders often see the future first. It’s also one of the big limitations of benchmarking. The most creative CEOs I’ve met don’t aspire to learn from the “best in class” in their industry—especially when the best in class aren’t all that great. They aspire to learn from companies far outside their field as a way to shake things up and make real change.

Bill Taylor

Source: What George Carlin Taught Innovators—The Virtues of Vuja Dé: http://discussionleader.hbsp.com/taylor/2008/06/george_carlin_on_managementthe.html

Contributed by: ~C4Chaos

A Quote by Jeffrey Hollender on change, business, and trade

My experience to date has been that change, particularly relative to business, rarely happens in a revolutionary way. That isn't to say there are not times when major change happens, but my experience is that particularly when you're encouraging businesses to change of their own volition, the change is more slow over time. I don't think global trade is going to go away. I think it's unlikely that global trade and multinationals are not going to be around.

Jeffrey Hollender

Source: Interview with Jeffrey Hollender: http://www.thegreenguide.com/doc/102/hollender

Contributed by: ~C4Chaos

A Quote by Jeffrey Hollender on corporate social responsibility, business, and good business

I think that today, more so than ever, corporate responsibility is the best strategic as well as financial path that most businesses can follow. For most businesses there are both compelling reasons to be responsible and compelling statistics that validate that responsible businesses do better according to traditional financial metrics. Of course, how you define "responsible" is somewhat of a conundrum.

Jeffrey Hollender

Source: Meet the MasterMinds: Jeffrey Hollender on Corporate Social Responsibility: http://www.managementconsultingnews.com/interviews/hollender_interview.php

Contributed by: ~C4Chaos

A Quote by Les Brown on business, dreams, life, love, and inspiring

If you take responsibility for yourself you will develop a hunger to accomplish your dreams.

Les Brown

Contributed by: AchievementRadio

A Quote by Kevin Kelly on flux, business, and values

Preserve the core, and let the rest flux. In their wonderful bestseller Built to Last, authors James Collins and Jerry Porras make a convincing argument that long-lived companies are able to thrive 50 years or more by retaining a very small heart of unchanging values, and then stimulating progress in everything else. At times "everything" includes changing the business the company operates in, migrating, say, from mining to insurance. Outside the core of values, nothing should be exempt from flux. Nothing.

Kevin Kelly

Source: New Rules for the New Economy, Pages: Chapter 8

Contributed by: ~C4Chaos

A Quote by Ayman on sacred commerce, conscious commerce, business, spirituality, and 4th bottom line

Sacred Commerce reverses the common assumption that business and spirituality are mutually opposed, and instead looks at business as a path of destiny. The notion of capitalism infused with the sacred expands the notion of profit with the concept and the reality of the fourth bottom line: spirituality.

Ayman Sawaf

Source: Sacred Commerce: The Rise of the Global Citizen

Contributed by: ayman

A Quote by Meg Whitman on customers, business, and community

Many companies operate from more of a command-and-control environment — they decide what's going to happen at headquarters and have the organization execute. That doesn't work here because it's the community of users who really have control.

So we enable, not direct. We think of our customers as people, not wallets. And that has implications for how we run the company. We partner with our customers and let them take the company where they think it's best utilized.

The fact that used cars is our largest category is a good example. We would not have sat in a conference room and said, "Hey, how about used cars?" So what can be learned that is extensible to other companies is [to ask] what are your customers doing with your products that maybe you didn't anticipate that they would do? How do you think of your customers as your research and development lab, as opposed to having an R&D lab at headquarters?

Meg Whitman

Source: Let the Customers Run the Company: http://www.smartmoney.com/smartmoney-magazine/ceo/index.cfm?story=august2005

Contributed by: ~C4Chaos

A Quote by Joel Bakan on business, corporation, and google

I think Google's founders are both a couple of guys with some high ideals which have been to some degree reflected in the way the company has been run in terms of its having a very good workplace and good employee programs, and now that they're going public they want in some ways to be able to ensure that that kind of approach continues. So they've effectively put in place this notion of "Don't Be Evil".

Now I think there are number of problems with that. The first one is: what is evil and who is going to be deciding what evil is? You can go a long way in terms of putting in various kinds of relatively normal employment practices without it being evil. Obviously if you're paying people slave wages and whatnot that would be evil, so that's the first question, but the second and I think the more profound question is: how is that idea of "Don't Be Evil" going to fit with the legally-compelled mandate of the directors and of the managers of that company to serve the best interest of the shareholders of that company? And that I think is where the problem lies. "Don't Be Evil" is a nice kind of phrase, kind of mission statement, kind of notion. But ultimately there's a legal duty and a legal obligation on the part of the company's directors and managers to do whatever needs to be done to ensure that the best interest of the shareholders are served, and that means the best financial interest of the shareholders.

Joel Bakan

Source: Interview with Joel Bakan author of The Corporation: http://www.urbanvancouver.com/article/interviews/joel-bakan

Contributed by: ~C4Chaos

A Quote by Joel Bakan on corporations, business, and government

The whole difficulty I think that that we're facing now is the question of who is going to ensure that corporations are accountable. The problem with leaving it to activists and non-governmental organizations—even with the tool of the Internet at their disposal—is that those organizations and those people don't have the legal right to compel corporations to disclose information, and that is something that governments can do. Governments can can send inspectors to companies. Governments can put legal requirements in place to disclose information that consumers and workers and other interested people need. Non-governmental organizations don't have that legal power and to me, that's what imposes substantial limitiations on how far we can go with trying to keep corporations accountable though non-governmental measures.

Joel Bakan

Source: Interview with Joel Bakan author of The Corporation: http://www.urbanvancouver.com/article/interviews/joel-bakan

Contributed by: ~C4Chaos

A Quote by Michael Bierut on processes, intuition, and business

Most processes leave out the stuff no one wants to talk about: magic, intuition and leaps of faith.

Michael Bierut

Contributed by: Nila

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