Best 133 quotes in «business culture quotes» category

Business: It is all about generating employment not about generating money.

Careful now: even a financially rewarding, intellectually stimulating work environment isn’t the same as living your own values.

Certainly, the perception of the average consumer is a vital part of every business, and if a retailer, service provider, or corporation is sending out signals that its approach is lackadaisical, its methods halfhearted, and its execution indifferent, the business in question could suffer severe-and in some cases, irreparable-losses.

Companies should be the best possible place to practice fulfillment, to live out values and to realize deep connectivity and purpose.

Data Scientists should recall innovation often times is not providing fancy algorithms, but rather value to the customer.

Courtesy, is a constant repitition of reflecting established virtues.

Competition may help us create better products and services but in the end competition really seeks to destroy the opponent. To put him out of the power to compete against you.

Conquer your customer as you would a woman

Do you think your people struggle with being true to themselves? Do their values match up with their work?

DOOR MONEY” To focus on door money means one is paying so much attention to the amount of money they are making at the door they do not consider there is much more profit to be made inside a venue.

Despite being a denizen of the digital world, or maybe because he knew all too well its isolating potential, Jobs was a strong believer in face to face meetings. " There's a temptation in our networked age to think that ideas can be developed by email and iChat,"he said."Thats crazy, Creativity comes from spontaneous meetings, from random discussions. You run into someone, you ask what they're doing, you say ' Wow, and soon your cooking up all sorts of ideas." So he had the Pixar building planned to promote encounters and unplanned collaborations. " If a building doesn't encourage that, you'll lose a lot of innovation and the magic that's sparked by serendipity,"he said.

Edwin Land of Polaroid talked about the intersection of the humanities and science. I like that intersection. There's something magical about that place. There are a lot of people innovating, and that's not the main distinction of my career. The reason Apple resonates with people is that there's a deep current of humanity in our innovation. I think great artists and great engineers are similar in that they both have a desire to express themselves. In fact some of the best people working on the original Mac were poets and musicians on the side. In the seventies computers became a way for people to express their creativity. Great artists like Leonardo da Vinci and Michelangelo were also great art science. Michelangelo knew a lot about how to quarry stone, not just how to be a sculptor.

His goal was to be vigilant against " the bozo explosion" that leads to a company's being larded with second rate talent: For most things in life, the range between best and average is 30% or so. The best airplane flight, the best meal, they may be 30% better than your average one. What I saw with Woz was somebody who was fifty times better than the average engineer. He could have meetings in his head. The Mac team was an attempt to build a whole team like that, A players. People said they wouldn't get along, they'd hate working with each other. But I realized that A players like to work with A players, they just didn't like working with C players. At Pixar, it was a whole company of A players. When I got back to Apple, that's what I decided to try to do. You need to have a collaborative hiring process. When we hire someone, even if they're going to be in marketing, I will have them talk to the design folks and the engineers. My role model was J. Robert Oppenheimer. I read about the type of people he sought for the atom bomb project. I wasn't nearly as good as he was, but that's what I aspired to do.

Formal business situations are likely to be the least revealing because these are the times when all of us are most likely to have our ‘game faces' on.

Employees who are not engaged have untapped potential that sours like a perishable item.

...failure promotes success only if you actually take the time to analyze your mistakes.." "Failure has to be separated from fault, and for many people that requires a bit of deprogramming, as we learn early on that they are one and the same." "In this framework, intention is extremely important.

Hard-core results come from igniting the massive power of emotional commitment. Are your people committed?

Here’s what you need to know most about leadership: Lead your own life first. The only thing in this world that will dependably happen from the top down is the digging of your grave.

Imagine a world where what you say synchs up, not sinks down.

If the management has not performed well in their bad times in the past, chances are they will not perform well in their good times in the future too.

I haven't given up me and I get to be a big part of my girls' lives. It's an amazing feeling that what I put into my business, I get out of it.- Jennifer Saint Jean, Itty Bitty Bag Company

Human behavior is only unpredictable and dangerous if you don’t start from humanity in the first place.

If there is a necessary talks, do not turn into businesses because pocket where business started.

If you are wondering about the competitive advantage in any given business or industry,i can tell you proudly about it. It is called"people".

In good organizations, leaders are treated with a sense of appreciation and respect by employees; in great organizations, employees are treated with the same esteem by leaders.

In ancient Rome, when a victorious general paraded through the streets, legend has it that he was sometimes trailed by a servant whose job it was to repeat to him, " Memento Mori": Remember you will die. A reminder of mortality would help the hero keep things in perspective, instill some humility. Job's memento mori had been delivered by his doctors, but it did not instill humility. Instead he roared back after his recovery with even more passion. The illness reminded him that he had nothing to lose, so he should forge ahead full speed. " He came back on a mission," said Cook. " Even though he was now running a large company, he kept making bold moves that I don't think anybody else would have done.

Interestingly, water in a bottle never knows that the bottle gives him the shape, same like those people in the system!!!!

Instead of waiting for a leader you can believe in, try this: Become a leader you can believe in.

I want to create something of genuine and lasting value that we can all be proud of because what we are doing is intrinsically good...

It’s impossible for a company to get what it wants most if managers have to make a choice between their own values and company priorities.

It’s not an exaggeration to say that different generations may see the same behaviors or dynamics in the workplace and perceive completely different things, whether positive or negative.

it was always something what we did or said, and there would be this flash, and then it didn't subside. all your past sins would be brought up, it was just endless. and my mother attributed it sometimes to having neuralgia, but she never showed that outwardly

I used to believe that culture was “soft,” and had little bearing on our bottom line. What I believe today is that our culture has everything to do with our bottom line, now and into the future.

Market rewards you as per your perception.

Management controls performance in people because it impacts skills; it’s a matter of monitoring, analyzing and directing.

Managers know what they want most: to be allowed to achieve success by leveraging who they are, not by compromising it.

Most managers have plenty of emotional commitment to give to their jobs. If they can be convinced it’s safe and sensible to give it.

One of Job's business rules was to never be afraid of cannibalizing yourself. " If you don't cannibalize yourself, someone else will," he said. So even though an Iphone might cannibalize sales of an IPod, or an IPad might cannibalize sales of a laptop, that did not deter him.

Never Underestimate. Just as in any other negotiation, watching before acting is as important as listening before speaking. It's doubly important in China, however, where customs are time-honored and breaches of protocol not so quickly forgiven.

Once a year Jobs took his most valuable employees on a retreat, which he called " The Top 100." They were picked based on a simple guideline: the people you would bring if you could take only a hundred people with you on a lifeboat to your next company. At the end of each retreat, Jobs would stand in front of the whiteboard( he loved whiteboards because they gave him complete control of a situation and they engendered focus) and ask, " What are ten things we should be doing next?" People would fight to their suggestions on the list. Jobs would write them down, and then cross off the ones he decreed dumb. After much jockeying, the group would come up with a list of ten.Then Jobs would slash the bottom seven and announce, " We can only do three.

One of his motivating passions was to build a lasting company. At age twelve, when he got a summer job at Hewlett-Packard, he learned that a properly run company could spawn innovation far more than any single creative individual. " I discovered that the best innovation is sometimes the company, the way you organize a company," he recalled." The whole notion of how you build a company is fascinating. When i got the chance to come back to Apple, I realized that I would be useless without the company, and that's why I decided to stay and rebuild it.

Most people have a regulator between their mind and mouth that modulates their brutish sentiments and spikiest impulses. Not Jobs. He made a point of being brutally honest. " My job is to say when something sucks rather than sugar coat it, : he said. This made him charismatic and inspiring, yet also,, to use the technical term, an asshole at times.

One of Job's great strengths was knowing how to focus. " Deciding what not to do is as important as deciding what to do, " he said. " That's true for companies, and it's true for products.

One sticking point was that Jobs wanted his payout to be in cash. Amelio insisted that he needed to "have skin in the game" and take the payout in stock that he would agree to hold for at least a year.” Jobs resisted. Finally, they compromised: Jobs would take $120 million in cash and $37 million in stock, and he pledged to hold the stock for at least six months.

Only by using a ‘structured means of control’ can an organization convert high-cost controls into business-assuring, profit-enhancing control.

Standards are not established by your proclamations they are established by your routines.

Profitability. Growth. Quality. Exceeding customer expectations. These are not examples of values. These are examples of corporate strategies being sold to you as values.

She’s such a bitch,” Tina says, which I find a little contradictory, but overall quite true. “She’s got to be in charge of everything.” I sit next to her. “Well, I guess. But in business, that’s leadership.” Tina stares at me for a second. “I can’t believe you consider that a positive trait. How about her inability to accept other points of view? Is it good leadership to be narrow, too?” “Focus,” I say. “They call that focus.” Tina stares at me. “Her paranoia?” “Business savvy.” “Compulsive need to have everything just how she wants it?” “Organizational skills.” “Aggressiveness?” “Aggressiveness,” I say, “is already a good thing.” “Jesus Christ,” Tina says, her eyebrow ring glinting in the morning sun. “Sometimes I worry about this country.

Still allergic to PowerPoints and formal presentations, he insisted that the people around the table hash out issues from various vantages and the perspectives of different departments. Because he believed that Apple's great advantage was its integration of the whole widget- from design to hardware to software to content-he wanted all departments at the company to work together in parallel. The phrases he used were "deep collaboration" and "concurrent engineering." Instead of a development process in which a product would be passed sequentially from engineering to design to manufacturing to marketing and distribution, these various departments collaborated simultaneously. " Our method was to develop integrated products, and that meant our process had to be integrated and collaborative," Jobs said. This approach also applied to key hires. He would have candidates meet the top leaders-Cook, Tevanian, Schiller, Rubinstein, Ive- rather than just the managers of the department where they wanted to work. " Then we all get together without the person and talk about whether they'll fit in," Jobs said.

On Wall Street, the lawyers play the same role as medics in war: They come in after the shooting is over to clean up the mess.