A Quote by Clayton Christensen
It is a company's customers who effectively control what it can and cannot do.
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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.
Sometimes there are customers who get in difficulty because of situations that are out of their control. These are customers with genuine needs, and the role of the bank is to accommodate these customers, and there is a real need to reschedule the loans of these customers.
The 'No.1 IT company' isn't by volume, it's in relation to business customers because those are my customers, not the consumer. Who do they view as their most important partner? That's my definition of the 'No.1 IT company.'
Every company's greatest assets are its customers, because without customers there is no company.
Often people say they can't base their strategies on customers because customers make unreasonable requests and because customers vary too much. Such opinions reveal serious misconceptions. The truly outside-in company definitely does not try to serve all the needs of its customers. Instead, its managers are clear about what their organization can and should do for customers, and whatever they do they do well. They focus.
The number one thing small business needs is to get more customers. Spend more time serving existing customers and getting new ones. The challenge for small business is knowing where customers are and reaching them effectively.
You cannot control the market, you cannot control the players, you cannot control the clubs. You can try - but we have done our best.
A company that cannot successfully implement the 5S's cannot expect to effectively integrate JIT, re-engineering, or any other large-scale change. Good workplaces develop beginning with the 5S's. Bad workplaces fall apart beginning with the 5S's.
We cannot choose how many years we will live, but we can choose how much life those years will have. We cannot control the beauty of our face, but we can control the expression on it. We cannot control life's difficult moments but we can choose to make life less difficult. We cannot control the negative atmosphere of the world, but we can control the atmosphere of our minds. Too often we try to choose and control things we cannot. Too seldom we choose to control what we can ... our attitude.
Quality control which cannot show results is not quality control. Let us engage in QC which makes so much money for the company that we do not know what to do with it.
This company doesn't pay anybody. Only customers can do that. The company merely handles the money.
I want to control the company, but I don't know how life goes. We are already a big company, and the larger our capitalization is, the lower goes the threshold for control.
When a company gets bigger, when it begins to bring on employees, it naturally goes through this tendency of wanting to control, of wanting to build process - essentially to say not every one of our customers or employees has great judgment.
If JESUS cannot control you, HE cannot save you. And if HE cannot control ALL of you HE cannot control any of you.
Information is a business in itself. It is also something that has made control impossible ... you cannot get customers to accept prices in one place when they know there's a better deal elsewhere. It's a whole new world.
Creating a strong company culture isn't just good business. It's the right thing to do, and it makes your company better for all stakeholders - employees, management, and customers.
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