A Quote by Peter Drucker

The most important work of the executive is to identify the changes that have already happened. The important thing . . . is to exploit the changes that have already occurred and to use them as opportunities.
Innovation requires us to systematically identify changes that have already occurred in a business - in demographics, in values, in technology or science - and then to look at them as opportunities. It also requires something that is most difficult for existing companies to do: to abandon rather than defend yesterday.
It is commonly believed that innovations create changes - but few ever do. Successful innovations exploit changes that have already happened.
Republicans fighting back against changes Obama made means those changes are important, as with most of the major progress in American history.
Stories are there to be told, and each story changes with the telling. Time changes them. Logic changes them. Grammar changes them. History changes them. Each story is shifted side-ways by each day that unfolds. Nothing ends. The only thing that matters, as Faulkner once put it, is the human heart in conflict with itself. At the heart of all this is the possibility, or desire, to create a piece of art that talks to the human instinct for recovery and joy.
The most important thing about a technology is how it changes people.
The band changes one guy, sometimes the whole damn thing changes - look what happened when I joined Van Halen.
The matter of consulting experienced workers, of keeping all the workers informed of changes in production and wage methods, and how the changes are arrived at, seems to me the most important duty in the whole field of management.
Urgency is unbelievably important when you're talking about, not little changes, but big changes.
It is important to note that the world changes and that perception of music changes as well.
Cast changes are a hard thing. For two years, we had this little family. We weren't together when these changes were decided upon. It all happened during our hiatus.
There are two synergistic approaches for increasing productivity that are inversions of each other: 1. Limit tasks to the important to shorten work time (80/20). 2. Shorten work time to limit tasks to the important (Parkinson's Law). The best solution is to use both together: Identify the few critical tasks that contribute most to income and schedule them with very short and clear deadlines.
What's important is that a story changes every time you say it out loud. When you put it on paper, it can never change. But the more times you tell it, the more changes will occur. A story is a living thing; it moves and shifts
A lot of the changes are so gradual that they don't even qualify as news, or even as interesting: they're so mundane that we just take them for granted. But history shows that it's the mundane changes that are more important than the dramatic 'newsworthy' events.
Steven and I have worked together a lot and I'm far ahead of the curve than most people in knowing what he wants, but he knows far more than I know about what's important for the story. So, most of the changes he will make will involve story changes.
The important thing is to make something. In reality, it's not important that a designer be known by name - you can remain anonymous. Even the status of a designer will undergo changes, I believe.
Major changes become possible if you work in a participatory manner, listen to local people, diagnose what the problems are, provide training and identify where there are opportunities for mobilizing local resources to take action.
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