A Quote by Nancy Dubuc
I think the culture and DNA of our organization is to take risks.
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At Harman, we had to reinvent ourselves so that we can compete on a global playing field. We did it by instituting a culture where teams can take calculated risks. But to inspire such a shift in mindset requires meaningful rewards across the ranks and freedom to experiment and innovate. I like to think of it as our courage culture.
If designers are willing to take risks, I think buyers should take risks, as well with press taking risks.
The thing I preach constantly is do your research; build your knowledge base. Don't just go into business on a whim or a prayer - and don't think 'I'm an entrepreneur so I have to take risks'. Entrepreneurs don't take risks. They take calculated risks; only the good ones.
Be willing to take some risks in the areas of work and money. If we do only what we think we should do in order to make money and be secure, we won't listen to the intuitive voice that tells us to try something new, to be more creative, or to move on to the next step on our path. When we listen to our intuition and take some risks, we are not alone. The universe will support us and reward us for taking risks on its behalf!
I don't think I take risks. People think I do, but I don't. In fact, I think conventional-formula filmmakers take more risks than me.
There are some risks we choose to take because the benefits from taking them exceed the possible costs. Optimal behavior takes risks that are worthwhile. This is the central paradigm of finance: we must take risks to achieve rewards, but not all risks are equally rewarded.
Women have been trained in our culture and society to ask for what we want instead of taking what we want. We've been really indoctrinated with this culture of permission. I think it's true for women, and I think it's true for people of color. It's historic, and it's unfortunate and has somehow become part of our DNA. But that time has passed.
To allow your organization the permission to fail is a very powerful thing. If we want to really be thought leaders and industry leaders, it doesn't come without taking risks. We're not afraid to take those risks that will get us to a better place.
When large companies take on risk, then they impose risks on the rest of the system. And these are systemic risks and these systemic risks we never used to think were really that important, but as soon as we recognize how the financial sector - the risks the financial sector takes on can impact the entire global economy, we realize that those risks needed to be controlled for the social good.
We have the ability to completely change our environment to go... to take on... to inherit, in a certain sense, things far beyond our DNA, and that's inheritable. And we can see evolution in action as our ideas evolve and undergo a kind of Darwinian selection not at the DNA level. And we can go off into space.
The trick is to take risks and be paid for taking those risks, but to take a diversified basket of risks in a portfolio.
I think there's a spiritual element to dancing in general. There's a reason why in every culture, dancing seems to be in our DNA.
I don't think about taking risks anymore because there aren't any risks to take.
In the world of globalization, the fossil fuel masters of the universe who are digging up our boreal forest and our muskeg and scraping out the bitumen would rather have Canadians take all the risks - and then the oceans take the risks to ship it to refineries that they've already built in other countries rather than create jobs for Canadians here.
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.
The things that inform student culture are created and controlled by the unseen culture, the sociological aspects of our climbing culture, our 'me' generation, our yuppie culture, our SUVs, or, you know, shopping culture, our war culture.
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