A Quote by Geraldine Laybourne
Business today is about making decisions amid ambiguity.
Related Quotes
You're always having those life-skills type discussions about decision-making. It's just making sure you're making good decisions and going about your business. There are distractions in every city.
History reminds us that revolutions are not events, so much that they’re processes – that for tens of thousands of years, people have been making decisions that irrevocably shaped the world that we live in today; just as today, we are making subtle, irrevocable decisions that people of the future will remember as revolutions.
I've got to let the people who are in the business run the business. I can help them think through their decisions about products, about partners, about hiring. But in the end, the decisions are theirs, and so is the responsibility.
If we decide rightly what to do, or use a correct procedure for making such decisions, that has to be because the decisions or the procedure rest on good reasons, and these reasons consist in the apprehension of truths about what we ought to do. Because these truths must constitute reasons for our decisions, and because in the rational order, reasons must always precede the decisions based on them, the truth conditions of claims about what we ought to cannot be reduced to, or constructed out of, decisions about what to do, or procedures for making such decisions.
If we want people on the front lines of companies to be responsible for making good business decisions, they must have the same information that managers use to make good business decisions.
Amid the moon and the stars, amid the clouds of the night, amid the hills which bordered on the sky with their magnificent silhouette of pointed cedars, amid the speckled patches of the moon, amid the temple buildings that emerged sparkling white out of the surrounding darkness - amid all this, I was intoxicated by the pellucid beauty of Uiko's treachery.
A hundred years ago-even 20 or 30 years ago-it was possible, if not always easy, to close major business by calling on and satisfying a key decision-maker. Today, every piece of business entails multiple decisions, and those decisions are virtually never made by the same person. Not only do you have to contend with multiple decisions, but the people who make those decisions may not even work in the same place.
Good design isn't about making decisions for your users, it's about making those decisions irrelevant.
Parts of you die with every decision you have to make. It becomes about making decisions between bad decisions and worse decisions.
It's about learning your craft. That's a wonderful thing--especially with today's consumerism and instant gratification. You can'tbuy that. It's about making decisions, corrections, choices. I don't think it's so much about becoming a tennis player. It's about becoming a person.
Doing right by our seniors isn't just about making the right decisions today - it's about ensuring that every generation of Americans can have a strong and secure future.
You have to make decisions - you know what you think. That doesn't mean the audience are aware of your decisions or what you think - the lines you're saying may have ambiguity.
It's an open secret: Even now, in the 21st century, Korean executives often consult spiritual advisers before making major business decisions - decisions that can affect their employees around the world.
Screw ambiguity. Perversion and corruption masquerade as ambiguity. I don`t trust ambiguity. John Wayne
In the face of ambiguity, uncertainty, and conflicting demands, often under great time pressure, leaders must make decisions and take effective actions to assure the survival and success of their organizations. This is how leaders add value to their organizations. They lead them to success by exercising good judgment, by making smart calls when especially difficult and complicated decisions simply must be made, and then ensuring that they are well executed.
Executives do many things in addition to making decisions. But only executives make decisions. The first managerial skill is, therefore, the making of effective decisions.
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