A Quote by Masaaki Imai
I believe that management should focus on two particular areas. One is Gemba (shop floor) and the other is customer (not the shareholder).
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It's not sufficient in the internet age to communicate through the media; you have to be able to do it on the ground, door by door, coffee shop by coffee shop, shop floor by shop floor. You really have to do that as well.
The frequency of leadership going to the gemba is inversely proportional to the number of walls separating them from the gemba.
If you want to invest in us, we believe customer number one, employee number two, shareholder number three. If they don't want to buy that, that's fine. If they regret, they can sell us.
The customer is number one, the employee is number two and the shareholder is number three. If the customer is happy, the business is happy, and the shareholders are happy.
You want to make sure this particular car is going to please the customer and then you're going to be rewarded with something that is going to please the shareholder.
The interaction between math and physics is a two-way process, with each of the two subjects drawing from and inspiring the other. At different times, one of them may take the lead in developing a particular idea, only to yield to the other subject as focus shifts. But altogether, the two interact in a virtuous circle of mutual influence.
Scientists and academics in particular focus on detail and the minutiae. When they talk to each other, they usually don't focus on the broad ideas; they don't focus on social interconnectedness. They focus on the task that they're doing.
What I disliked most about working as a shop assistant wasn't the occasional snooty customer or the shop or the hours, but the way people reacted when I told them I was a shop assistant - their automatic assumption that I didn't enjoy it.
We focus upon pairs of words very often which are the same in some areas and different in other areas.
All of management's efforts for Kaizen boil down to two words: customer satisfaction.
I do believe that India needs a lot more foreign direct investment than we've got, and we should have the ambition to move in the same league many other countries in our neighborhood are moving. We may not be able to reach where the Chinese are today, but there is no reason why we should not think big about the role of foreign direct investment, particularly in the areas relating to infrastructure, where our needs for investment are very large. We need new initiatives, management skills, and I do believe that direct foreign investment can play a very important role.
When you are out observing on the gemba, do something to help them. If you do, people will come to expect that you can help them and will look forward to seeing you again on the gemba.
Shareholder value theory - the destructive idea that companies should be run solely for the benefit of shareholders - has led to financialized businesses that do not invest in the areas that will lead to future growth or the invention of useful new products.
We will continue to invest in high-growth areas... with a particular focus on digital, cloud, and security services.
Even I have certain depictions that I personally don't like, but I don't believe artists should necessarily follow a particular person's preference. They should focus on the things they like and follow their own desires.
At URBN, we see ourselves as customer specialists, a collection of brands, each one specializing in one particular customer group, a particular lifestyle or a life stage. We offer her things she wants in environments that inspire her. We talk to her and listen to her ideas and opinions.
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