A Quote by James A. Champy
Very soon, most companies will need to have a global operating model - even if you only sell locally. Even mid-sized companies will source globally. Knowing how to operate in this environment will be critical. We need to train managers and leaders to become citizens of the world.
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We will also allow state companies to sell shares to their workers and will pass a law allowing citizens to start companies of their own with no limits on the number of employees or on the firm's output.
Companies will need to pursue a more diversified business model, but I think those companies that have what I call a focused diversified business model will be more successful.
We wield an enormous influence over the world through how we choose to vote and what we choose to buy. Again, it's the power of numbers. If voters hold their leaders responsible for doing something about global warming, it will get done. If most people refuse to buy products from companies that, for example, wrap products in more plastic than necessary, pretty soon the plastic wrapping will stop.
Indian companies have a very exciting global opportunity, Indian companies are well-respected globally, doors of business are more open. So that has been a focus for us, how do we globalise faster?
Companies tend not to recognize that the way global projects have to be organized and run is fundamentally different from how co-located projects are managed. Everything is different in global projects from the need for organizational stability, a shared strategic context driving the project, the building of a competence in dispersed working, greater focus on planning the project to the need for trust between sites. Yet, most firms merely transfer their co-located best practice to a global arena. This will inevitably result in problems, delays and cost overruns.
At most large companies, what is locally optimal for you is very frequently not what is globally optimal for the company.
People need to be ready to have truly "global" careers. Just as companies now face world-wide competition, so, too, do people. Therefore, individuals need to get out in the world more - some large percentage of Americans don't even have a passport - and work in different countries.
I am convinced that there are only two types of companies: those that have been hacked and those that will be. And even they are converging into one category: companies that have been hacked and will be hacked again.
The company-as-a-machine model fits how people think about and operate conventional companies. And, of course, it fits how people think about changing conventional companies: You have a broken company, and you need to change it, to fix it.
I need to reach out to people who work for small to mid-sized companies, and help them identify and apply their strengths at work.
Individuals and companies that want to be successful in the 21st century will need to be leaders in using the Internet and related technology.
We Africans are able to build companies that can operate in the global environment.
I believe that all brands will become storytellers, editors and publishers, all stores will become magazines, and all media companies will become stores. There will be too many of all of them. The strongest ones, the ones who offer the best customer experience, will survive.
It is my hypothesis that the fundamental source of conflict in this new [post-Cold-War] world will not be primarily ideological or primarily economic. The great divisions among humankind and the dominating source of conflict will be cultural. Nation states will remain the most powerful actors in world affairs, but the principal conflicts of global politics will occur between nations and groups of different civilizations. The clash of civilizations will dominate global politics. The fault lines between civilizations will be the battle lines of the future.
The need to do something about global warming is obvious. And it's also pretty clear that the public understands the need for change and is ready to embrace it. What is missing is political will in Congress to stand up to the powerful energy companies and their well-paid lobbyists.
One of the world's most successful and yet mysterious companies in the world, Samsung Electronics, has been operating without its leader for months and likely will continue to do so for some time to come.
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