A Quote by Clayton Christensen
In my first career I had founded my own company, with a group of MIT professors, before coming to Harvard to finish my doctorate, and so I had a deep respect for the brains, talent, and dedication of managers. That made it hard for me to believe the attributions in the business press that stupid management was to blame. So I looked elsewhere for an explanation.
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I had a certificate that said, 'Doctor of Mixology, Harvard University,' that I actually got from Harvard University. A friend of mine was a research assistant over there and it was one of those student or university perks and she brought me in on that. So I am a doctorate from Harvard and it only took me one afternoon.
Renowned management guru Peter F.Drucker looked back at his 65-year consulting career shortly before he died. He concluded that great leaders could either be 'charismatic or dull' or 'visionary or numbers-orientated,' but the most inspiring and effective managers he knew all had said we rather than I.
The owners and managers were too stupid to realize we had brains.
Before the arrival of my first son, I gave up on the moribund business of magazine publishing, where I had long dreamed of a career, and went to work in advertising. That I could be paid great money to write was incredibly hard to believe.
We are making sure that the courses we offer at MITx and HarvardX are quintessential MIT and Harvard courses. They are not watered down. They are not MIT Lite or Harvard Lite. These are hard courses. These are the exact same courses, so the certificate will mean something.
I had spent the summer of 1966 working at MIT in the group that was the MIT component of the Multics effort.
I took a dozen of our top managers to Argentina, to the windswept mountains of the real Patagonia, for a walkabout. In the course of roaming around those wild lands, we asked ourselves why we were in business and what kind of business we wanted Patagonia to be. A billion-dollar company? Okay, but not if it meant we had to make products we couldn't be proud of. And we discussed what we could do to help stem the environmental harm we caused as a company. We talked about the values we had in common, and the shared culture that had brought everyone to Patagonia, Inc., and not another company.
When the nazis came to power, I looked to the universities that prided themselves upon their intellectual freedom, and they failed me. I looked to the German press, which prided itself on the freedom of the press, and it failed me. Until at last the churches stood alone, and that for which I once had little regard earned my respect.
All my life they had made choices for me, and I had resented it. Now the choice was mine, and once it was made, I would have no right to blame anyone else for the consequences. Loss of that privilege, to blame others, unexpectedly stung.
I think what GFW is doing is cool and unique. They're taking some of the talent you've seen elsewhere or haven't had a chance to see before because there's so much talent everywhere.
If you take a look at places like Harvard, it's striking. In the early ,50s, I think there were a handful of Jewish professors, three or four. But by the 1960s, there were Jewish deans and administrators. In fact, one of the reasons why MIT became a great university was because they admitted Jews whereas Harvard did not.
My own career started in New York at the 'Associated Press', a fast-paced news agency where we rarely had time for deep reporting.
My father ran London Films. He made films like 'The Red Shoes,' 'The Third Man.' And he had had a long career in the film business, which was bifurcated with a career in intelligence. He had to deal with gangsters, and sometimes he would take me with him. Also, I went to school with their children.
One of the things I've had the advantage of, growing up and being close to the top management of this company and other companies for most of my life, is seeing how CEOs start to believe in their own infallibility. And that really scares me.
Sheikh Rahman had a doctorate in Islamic jurisprudence from al-Azhar University in Cairo, the Harvard of Islamic thought. He also had a long history of guiding terrorist groups.
I am certain that Gadi Lesin's abilities and the experience he accumulated during his sixteen years in a variety of general management roles in Strauss Group in and outside of Israel will enable him, together with group management and all managers and employees of Strauss, to continue to take the group forward to further success.
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