A Quote by Jack Welch
Most organizations fail in driving change.
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Business must go on reiterating its absolute commitment to embedding human rights in all it does, driving industry change through collaboration with governments, international organizations, and each other.
It's up to the artist to use language that can be understood, not hide it in some private code. Most of these jokers don't even want to use language you and I know or can learn . . . they would rather sneer at us and be smug, because we 'fail' to see what they are driving at. If indeed they are driving at anything--obscurity is usually the refuge of incompetence.
My driving habits are so ingrained that the driving examiner would fail me in the first mile. That's provided he hadn't died of a heart attack by then.
There are so many things that we could do to change the world in so many aspects. There are people working in nonprofit organizations, tackling the issues that we so desperately need to face, while governments fail so appallingly.
In most organizations, change comes in only two flavors: trivial and traumatic. Review the history of the average organization and you'll discover long periods of incremental fiddling punctuated by occasional bouts of frantic, crisis-driven change.
We will not overcome world poverty unless we manage climate change successfully. I've spent my life as a development economist, and it's crystal clear that we succeed or fail on winning the battle against world poverty and managing climate change together. If we fail on one, we fail on the other.
Innovation often originates outside existing organizations, in part because successful organizations acquire a commitment to the status quo and a resistance to ideas that might change it
I walk into all these organizations, and I'm always puzzled when I realize that people still want to be there. Most people really want to love their organizations. We need that level of commitment ... Yet organizations have done very little to deserve that kind of staying-power.
I'm a really good driver. I've been driving since I was very small, and I do like driving fast. I remember the first time my dad taught me that when you go into a corner you change down then put your foot right down on the way out. I'm very competitive about driving.
Except when it comes to Mom. She is, and always has been, the driving force in this family. And sometimes that means driving us head-on, no possible change of course, into a wall.
I love driving through Western Massachusetts, out through the Berkshires, when the road is empty and it's a nice day. I don't like driving home on Memorial Drive at 5:45 or 6:45 at night when it's crowded and stressful. I think that's true of most people, and the goal of automated driving is to take the stressful part of driving out of the task.
The range of what we think and do is limited by what we fail to notice. And because we fail to notice that we fail to notice, there is little we can do to change; until we notice how failing to notice shapes our thoughts and deeds.
If you run a website that doesn't have something that's terrible on it, you are not trying hard enough. You have to fail, fail, fail. You have to fail and fail miserably many times.
Agility is the ability to adapt and respond to change … agile organizations view change as an opportunity, not a threat.
To bring about change, you must not be afraid to take the first step. We will fail when we fail to try.
It seems to me that women have made an awful lot of progress, but they probably remain underrepresented at the highest levels of most organizations, for a variety of reasons. And it's probably going to take a long time to change that.
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