Quotations
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Most Recent Business Quotations
After OKRs are set, there's no ritual for reviewing them, so they quickly get out of date. Then employees start resenting them because the effort to actually create the goals was a waste of time — and OKRs slowly die because no one looks at them anymore. Expectations aren’t enough. It’s the ritual that keeps the priorities top of mind and folks focused on what's … [ Read more ]
— Kevin Fishner
Author: Kevin Fishner | Source: First Round Review | Subject: Management
Product management has experienced at least two significant waves of change in the last couple of decades. The first wave was the shift from on-prem infrastructure to cloud, which allowed product managers to shift from requirement-getters to product visionaries developing minimum viable products.
The second wave was driven by the consumerization of technology, which led PMs to be more anchored in design thinking, make data-driven product … [ Read more ]
— Martin Harrysson
Author: Martin Harrysson | Source: McKinsey Quarterly | Subjects: Innovation, Management
Even when interview questions are relevant, the interview is a poor predictor of future performance. It demonstrates someone’s competence to answer questions, know theory, and prioritize information – all of which may or may not correlate to what they need to do on the job.
The traditional interview also makes it more likely we hire someone in our image, the “mini me” cognitive error. We can’t … [ Read more ]
— Geoff Tuff, Steve Goldbach, Jeff Johnson
Authors: Geoff Tuff, Jeff Johnson, Steve Goldbach | Source: Harvard Business Review | Subjects: Diversity, Human Resources
We all want possibility, transformation, change, and innovation, but the only way to get to that is through uncertainty. If we want those things, we need to get better at navigating uncertainty as individual leaders, as teams, and as organizations. Organizations need to ask themselves, “Do we have the ability to face uncertainty? What is our uncertainty ability?” I believe uncertainty ability is like a … [ Read more ]
— Nathan Furr
Author: Nathan Furr | Source: McKinsey Quarterly | Subjects: Change Management, Innovation, Leadership, Management, Organizational Behavior
Great leaders challenge their organizations. They see the opportunity that uncertainty creates to learn quickly, to do new things. But they also, on the other hand, support their people and pay attention to the anxiety that uncertainty creates. Great leaders create a rich soil to sustain their people.
— Nathan Furr
Author: Nathan Furr | Source: McKinsey Quarterly | Subject: Leadership
Most Popular Business Quotations
In principle, patents open up innovations in two ways. First, they confer only temporary rights; once patents expire or are abandoned, the intellectual property they are designed to protect passes into the public domain. Second, they require the details of the invention to be disclosed so they can be replicated. This permits follow-on innovation, which is essential for industrial progress. More recently, as the patent system … [ Read more ]
— The Economist
As for the genius of innovation, clearly the one percent spark of inspiration is nurtured by a positive culture. But the 99 percent perspiration ingredient comes from employees who love what they do, as well as where they do it, and who invest in that Holy Grail of productivity called “discretionary … [ Read more ]
— Stephanie Quappe, David Samso Aparici, Jon Warshawsky
Money never comes first in self-expression of any kind.
— William J. Reilly
It is not the critic who counts; not the man who points out how the strong man stumbles, or where the doer of deeds could have done better. The credit belongs to the man who is actually in the arena, whose face is marred by dust and sweat and blood; who strives valiantly; who errs, and comes short again and again, because there is no … [ Read more ]
— Theodore Roosevelt
The uncomfortable fact for many green marketers--and targets of that marketing--is that genuinely going green would mean giving up most of the products and services that clutter our consumer culture. It would mean simplifying, valuing time and people over stuff. How can most products avoid the sin of the hidden trade-off? With a simple label: "You don't really need this."
— David Roberts