A Quote by Nathan Shedroff

There is no one, right way to design or develop anything. To a large degree, it needs to reflect the culture? - ?especially the innovation culture? - ?of a company.
Innovation in an existing company is not just the sum of great technology, key acquisitions, or smart people. Corporate innovation needs a culture that matches and supports it.
The stronger the culture, the less corporate process a company needs. When the culture is strong, you can trust everyone to do the right thing. People can be independent and autonomous. They can be entrepreneurial.
Consumer culture needs us to be impulsive, while our political culture fears that we will ever develop discipline.
I don't think you can create culture and develop core values during great times. I think it's when the company faces adversity of extraordinary proportions, when there's no reason for the company to survive, when you're looking at incredible odds - that's when culture is developed, character is developed.
The foreign audiences are somewhat surprised and happy to find an American film that asks questions about American culture. There's a certain kind of cultural imperialism that we practice. Our films penetrate every market in the world. I have seen and have had people reflect to me, maybe not in so many words or specifically, but I get the subtext of it - they're somewhat charmed and surprised and happy to see an American film reflect on our culture. Because they see other cultures reflect on our culture but they don't see US culture reflecting on itself in quite the same way.
Designful companies are those that weave design thinking into the fabric of the company. In a designful company, innovation is rewarded instead of punished. Risk taking is the norm instead of the exception. Some companies have already embraced this type of culture change with impressive results.
You don't have to become an investment banker as a way of demonstrating that education has worked for you. But librarians have to believe in the values of high culture. Not just high culture but middle culture, low culture, kinds of exciting eye-catching crap of all kinds. Everyone needs that.
I am a transporter of the Italian culture - culinary culture, family culture - because I love it, I thrive in it, and I think it's the right way.
...culture is useless unless it is constantly challenged by counter culture. People create culture; culture creates people. It is a two-way street. When people hide behind a culture, you know that's a dead culture.
What gay culture is before it is anything else, before it is a culture of desire or a culture of subversion or a culture of pain, is a culture of friendship.
I think that every individual is a microcosm of the culture that they're born into. They reflect the anxieties, insecurities, and strengths of that culture. I'm also American and I reflect on what it's like to be an American in the 21st century.
It is neither a culture of confrontation nor a culture of conflict which builds harmony within and between peoples, but rather a culture of encounter and a culture of dialogue; this is the only way to peace.
Pools have their own uniqueness, design and engineering to depict culture, history or innovation.
I think innovation as a discipline needs to go back and get rethought and revived. There are so many models to talk about innovation, there are so many typologies of innovation, and you have to find a good innovation metric that truly captures the innovation performance of a company.
Once you have an innovation culture, even those who are not scientists or engineers - poets, actors, journalists - they, as communities, embrace the meaning of what it is to be scientifically literate. They embrace the concept of an innovation culture. They vote in ways that promote it. They don't fight science and they don't fight technology.
I used to believe that you could change the culture or behavior of a company. I still believe it's possible, but it is at least a five to ten year process, if you are successful at all. More recently, I have been attracted to the ideas of the behavioralist, Edgar Schein. Schein has argued that you cannot change the culture of a company, but you can use the culture of a company to create change. It's an interesting approach to overcoming resistance. And if you can change how a company does its work, you might eventually be able to change how its people think.
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