A Quote by Lou Gerstner
Until I came to IBM, I probably would have told you that culture was just one among several important elements in any organization's makeup and success - along with vision, strategy, marketing, financials, and the like... I came to see, in my time at IBM, that culture isn't just one aspect of the game, it is the game. In the end, an organization is nothing more than the collective capacity of its people to create value.
Related Quotes
I came to see, in my time at IBM, that culture isn't just one aspect of the game; it is the game.
In the end an organization is nothing more than the collective capacity of its people to create value.
Confidence is not just in people's heads; it comes from the culture of the organization. It's easier to expect success when working in an organization that has a culture of accountability, collaboration, and initiative. Without this, it's easier - and more self-protective - to assume failure so the person is not disappointed and instead pleasantly surprised.
When a manufacturing company in Spain looks to IBM for a solution to a problem, they expect us to bring the best of IBM worldwide to it, not just the experience of IBM Spain.
It's like when IBM drove a lot of innovation out of the computer industry before the microprocessor came along. Eventually, Microsoft will crumble because of complacency, and maybe some new things will grow. But until that happens, until there's some fundamental technology shift, it's just over.
Feminists have to question, not just all of Western culture, but the organization of culture itself, and further, even the very organization of nature. Many women give up in despair: if that's how deep it goes they don't want to know.
A lot of knowledge in any kind of an organization is what we call task knowledge. These are things that people who have been there a long time understand are important, but they may not know how to talk about them. It's often called the culture of the organization.
Success comes from the culture you create in your organization.
The shaman is a person who is able to transcend the dimensional confines of cultural existence. They know more than the people they serve. The people they serve are like children within the game of culture. Only the shaman knows that culture is a game. Everyone else takes it seriously. That's how he can do his magic.
Culture is more important than vision. Some leaders have great vision, but have created a toxic culture where that vision will never happen.
It's important in any organization that if visions have any reality at all, it's because the organization believes that the vision is right and that they share in it. Otherwise, it becomes the good idea of one person, and that even more importantly contributes to the sense that it will not survive the departure of that individual.
Movements of people create change - not just any one person or organization, but when lots of people are in motion around a shared vision.
In leadership, there are no words more important than trust. In any organization, trust must be developed among every member of the team if success is going to be achieved
My challenge when I came back was to face the young talent, dissect their games, and show them maybe that they needed to learn more about the game than just the money aspect.
That culture is a a critical resource the organization ignores. Competely mystifying. The organization continues to act as if culture were dark matter, something essentially inaccessible to us. When in fact there is an ancient discipline called anthropology that's pretty good at thinking about it.
As an organization, I think you owe it to the vast majority of people who go to the game and want to watch the game and enjoy the game and feel good about bringing their kids or their wife or their grandma to the game.
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