A Quote by John L. Flannery
I have a strong command of what's going on in the company.
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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.
If the only common thread you have as an industrial company is the fact that you think you're well managed, you can still be a pretty good company, but you're not going to be a dominant company, a competitive company over time.
It has to come out of the chain of command, because the chain of command has really become impotent. The chain of command is vested in protecting itself, and so often, the perpetrator of the assault is in the chain of command.
This command seems to me to be strictly a missionary injunction; so that, apart altogether from choice and other lower reasons, my going forth is a matter of obedience to a plain command.
Every company, regardless of size, is competing for the same pool of talent, which is why top recruiters can even command equity for finding key hires. Internships give startups a chance to hire the best and brightest from our universities at a fraction of the cost that these same minds will command when they receive their degrees.
Shareholder activism is not a privilege - it is a right and a responsibility. When we invest in a company, we own part of that company and we are partly responsible for how that company progresses. If we believe there is something going wrong with the company, then we, as shareholders, must become active and vocal.
There is no distinction, no echelon of actors within a company. A company is only as strong as its weakest link.
The good news about building a company during times like this is that the companies that do succeed are going to be extremely strong and resilient.
MindTree has grown into a strong company and has a great leadership team at its helm which can continue to propel the company in the future.
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.
I'm fortunate to work for a company that supports investigative journalism with strong editors and lawyers. That's the benefit of working for a company that's been around for more than a century.
I was working with an extraordinarily successful company that was doing a CEO succession, and the board was discussing the threats to the business. They were enormous, despite the company's strong market position. I then realized that there were no longer just turn-around periods for companies in trouble, that now variables that could drastically effect any business's profitability were not going to go away.
This command seems to me to be strictly a missionary injunction, and, as far as I can see, those to whom it was first delivered regarded it in that light, so that, apart altogether from choice and other lower reasons, my going forth is a matter of obedience to a plain command; and in place of seeking to assign a reason for going abroad, I would prefer to say that I have failed to discover any reason why I should stay at home.
The reality is the only place a company's culture is going to start and end is at the beginning of that company. And it always starts with the founders. So if you can't create an environment of founders and founding employees who are going to represent the company you want, then you are never going to get there. You have to look at your own network and find what you are missing. So if you don't have a female or someone who has an international perspective or a person with a bio degree, but those perspectives matter to the firm or product you want to create, then it's never going to work out.
You have such strong words at command, that they make the smallest argument seem formidable.
She has got to have command of her body. So when she goes out into the world, she's going out with a command that is hers. She is used to making those, decisions herself.
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