One of the management imperatives in the '90s is managing diversity. Whatever the organization, when the constituents of that organization look at the board and management staff, they need to find themselves.
Our goal is to leverage what is already out in the field in terms of partners, but then hire in project management capability and a bit of technical capability.
Management of many is the same as management of few. It is a matter of organization.
Management has to provide the coordinating mechanism between what the supplier provides and what the user needs in not-good-enough situations where product architecture is consequently interdependent. Management always beats markets when there is not sufficient information.
Might it be that the Transition approach, of creating vibrant local economies with increased community ownership, meeting practical needs from as nearby as possible, and living well while consuming far less energy than we do today, could actually better meet our needs?
I always say that talent and capability is everywhere, all it needs is opportunity.
There has to be active, hands-on management in concert with the manager to lead the organization and make sure that the standards that we set for the organization as a whole are being lived up to.
When I joined Uber, the organization I was part of was over 25% women. By the time I was trying to transfer to another Eng. organization, this number had dropped down to less than 6%. Women were transferring out of the organization, and those who couldn't transfer were quitting or preparing to quit.
I have always admired the Linking Pin theory of management specialist Rensis Likert. It says that in every organization there are leaders who link the lower level to the upper level. What makes somebody an effective link as a leader is that he conveys down everything that above wants and he conveys up everything that below needs.
Creative work is incredibly difficult, and that is where the tests lie. Ordinary professionalism and twenty years' experience can accomplish a lot, but it can't access the hidden places. That still needs what it always needs - a condition of complete simplicity, costing not less than everything.
If you think your organization needs a bigger marketing budget, maybe you just need to be less average instead.
Never inject a man into the top, if it can be avoided. In a big organization, to have to do that, I think, is a reflection on management, Of course there are always exceptional cases.
India has the capability to create a fairly extensive defence manufacturing capability in many areas, and as a country and as an industry, we have matured in terms of technology and capability to make this happen.
love is thicker than forget more thinner than recall more seldom than a wave is wet more frequent than to fail it is most mad and moonly and less it shall unbe than all the sea which only is deeper than the sea love is less always than to win less never than alive less bigger than the least begin less littler than forgive it is most sane and sunly and more it cannot die than all the sky which only is higher than the sky
Innovation needs to be nurtured throughout an organization. Management is doing things right, whereas leadership is doing the right things.
Peering succeeds because it leverages self-organization—a style of production that works more effectively than hierarchical management for certain tasks.