A Quote by Satya Nadella
Ultimately, what any company does when it is successful is merely a lagging indicator of its existing culture.
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The brand is just a lagging indicator of a company's culture.
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.
I think on a whole host of issues Washington tends to be a lagging indicator on public opinion.
Company culture is the backbone of any successful organization.
Historically in every recovery, because the president rightly did inherit a recession. But historically, the lagging indicator always deals with employment.
To merely observe your culture without contributing to it seems very close to existing as a ghost.
Rarely does a candidate think ahead and take the time to understand what the hiring company's priorities are, and then carefully presents himself as a 'solution' to the company's existing gaps/needs.
All this care for the world, we must believe, is taken by the Gods without any act of will or labor. As bodies which possess some power produce their effects by merely existing: e.g. the sun gives light and heat by merely existing; so, and far more so, the providence of the Gods acts without effort to itself and for the good of the objects of its forethought. This solves the problems of the Epicureans , who argue that what is divine neither has trouble itself nor gives trouble to others.
Somebody asked me 'what's the job of a CEO', and there's a number of things a CEO does. What you mostly do is articulate the vision, develop the strategy, and you gotta hire people to fit the culture. If you do those three things, you basically have a company. And that company will hopefully be successful, if you have the right vision, the right strategy, and good people.
Merely by existing and evolving in time - by existing - any physical system registers information, and by evolving in time it transforms or processes that information.
It's not about market share. If you have a successful company, you will get your market share. But to get a successful company, what do you have to have? The same metrics of success that your customer does.
Sometimes, I feel discriminated against, but it does not make me angry. It merely astonishes me. How can any deny themselves the pleasure of my company? It's beyond me.
At Travelers, we were much more opportunistic. It was very successful, but it wasn't an integrated financial services company. We had a property casualty company, a life company, a brokerage company. We were a financial conglomerate. It wasn't a unified, coordinated strategy of any sort. When it merged with Citi, that became a big issue; Citi, at that time, wasn't yet a fully integrated, coordinated company.
Monetary policy ultimately must be conducted in a pragmatic manner that relies not on any particular indicator or model but, instead, reflects an ongoing assessment of a wide range of information in the context of our ever-evolving understanding of the economy.
We should never denigrate any other culture but rather help people to understand the relationship between their own culture and the dominant culture. When you understand another culture or language, it does not mean that you have to lose your own culture.
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.
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