A Quote by Baba Kalyani

We can reorient our products and business strategy because we are an agile organisation. — © Baba Kalyani
We can reorient our products and business strategy because we are an agile organisation.
The nature of the global business environment guarantees that no matter how hard we work to create a stable and healthy organisation, our organisation will continue to experience dramatic changes far beyond our control.
NIKE is focused on elevating and accelerating innovation in our products, services and our digital ecosystem. This requires progressive and agile technology solutions that keep pace with our growth, which is what Juniper's solutions offer.
We have never worried about numbers. In the marketplace, Apple is trying to focus the spotlight on products, because products really make a difference. You can't con people in this business. The products speak for themselves.
Agile is an attitude, not a technique with boundaries. An attitude has no boundaries, so we wouldn't ask 'can I use agile here', but rather 'how would I act in the agile way here?' or 'how agile can we be, here?'
A strategy is something like, an innovative new product; globalization, taking your products around the world; be the low-cost producer. A strategy is something you can touch; you can motivate people with; be number one and number two in every business. You can energize people around the message.
I am very committed to the FBI being agile in its tackling of foreign threats. But I believe you can be agile and still scrupulously follow our rules, policies and processes.
The Lean Startup process builds new ventures more efficiently. It has three parts: a business model canvas to frame hypotheses, customer development to get out of the building to test those hypotheses, and agile engineering to build minimum viable products.
People, materials, facilities, money, and time are the resources available to us for conducting our business. By applying our skills, we turn these resources into useful products and services. If we do a good job, customers pay us more for our products than the sum of our costs in producing and distributing them. This difference, our profit, represents the value we add to the resources we utilize.
Subsequent to the original Quicken, the whole idea that we, as a consumer products company, could actually make business products, that was a whole revolution in our thinking.
We opened a design center in the South of England last year as part of our strategy for being close to our customers and developing innovative products for exciting new markets.
When you join a political party, you are attaching yourself with an organisation of skilled people. And when you work with an organisation, your working capacity becomes double. One can perform better with the help of an organisation to implement their thoughts.
The business aspect and the social aspect of FEED go hand in hand. The more we can strengthen our business, the more we are able to give. And the more we can focus on giving back, the more customers will want to buy our products, thus strengthening our business.
I strongly believe that missionaries make better products. They care more. For a missionary, it's not just about the business. There has to be a business, and the business has to make sense, but that's not why you do it. You do it because you have something meaningful that motivates you.
Applying creative thinking to our clients' business strategy-this should be our industry's new core competency. And-in what is very good news for our industry-this kind of creativity, creativity that goes to the heart of business, is more in-demand than ever.
There must be an opportunity that matches with our strategy. Just because we have a gap, we don't want to go and acquire anything and everything. What we acquire should fit in with our strategy, human resources and market expectations.
This is all about having great leaders who can drive agile innovation and agile decision-making.
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