A Quote by Rosabeth Moss Kanter
Business requires understanding financial matters, but management is different from running the financial aspects of the business - it requires understanding complex systems, how they operate, the nature of organisations, what happens when people interact in groups and how to motivate and guide people.
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What we call a financial crisis is really at its core a crisis of management, and not just a crisis of management, but a crisis of management culture. ...In other words, what you had is a detachment of people who know the business from people who are running the business.
Any good business person applies financial discipline to everything they do. The movie business is and should be no different; I don't believe you have to sacrifice creativity to have business success. To the contrary, great art requires discipline.
When you hide behind a veil of your financial business you never know who you're influencing, where your priorities lie. But I think it's important that the American people have some glimpse or some understanding of the financial standing of their commander-In-chief.
The innovations we need at our systems level require an understanding of business, psychology, and policy, but doing it with a deep, deep understanding of how our decisions create barriers for fairness and opportunity for some people.
The only choice that leads small business owners to real success in their endeavors is the one that requires real thought. Understanding and building the systems they need within their company to afford them a framework of organization that can scale the business from a company of one to a company of one thousand.
It's just very hard to teach a class of students about what has happened in the Global Financial Crisis, how we ended up there and how we got to where we are today, without having some basic, non-trivial understanding of the financial sector, credit, and the banking system.
So how does the machine work that you have a financial crisis? How does deleveraging work - what is the nature of that machine? And what is human nature, and how do you raise a community of people to run a business?
People ask me, how is managing in the New Economy different from managing in the Old Economy? Actually, it's a lot the same. It's about the financial discipline of the bottom line, understanding your customers, segmenting your customers by their needs, and building a world-class management team.
To be the best CEO you can be, you have to be passionate about the business you're running. And I have true passion for the financial markets and the financial industry.
Below, we itemize some of the quite different lessons investors seem to have learned as of late 2009 - false lessons, we believe. To not only learn but also effectively implement investment lessons requires a disciplined, often contrary, and long-term-oriented investment approach. It requires a resolute focus on risk aversion rather than maximizing immediate returns, as well as an understanding of history, a sense of financial market cycles, and, at times, extraordinary patience.
Most people who get into the business are social animals by nature, but do they have the financial abilities to manage a business? A great bar owner has both.
My goal is to create a sustainable long-term business that, we're committed to print, we're rooted in print, but we're expanding into digital and into modernizing the way we sell to customers through e-commerce and things like that. And it requires different skill sets; it requires different ways of doing business.
If you're a realist, you know that people have different roles to play in politics, economics, and this is an important role, but I do think that there has to be an understanding of how what happens here on Wall Street has such broad consequences not just for the domestic but the global economy, so more thought has to be given to the process and transactions and regulations so that we don't kill or maim what works, but we concentrate on the most effective way of moving forward with the brainpower and the financial power that exists here.
Building a successful business requires a combination of human capital, financial resources, market opportunity, persistence, community support, and even luck.
Organize around business functions, not people. Build systems within each business function. Let systems run the business and people run the systems. People come and go but the systems remain constant.
In the end, alchemy, whether it is metallurgical or financial, fails. A base business can not be transformed into a golden business by tricks of accounting or capital structure. The man claiming to be a financial alchemist may become rich. But gullible investors rather than business achievements will usually be the source of his wealth.
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