There is no single right answer or path forward, but there is one right way to frame the problem.
Clayton M. ChristensenRead
Management is getting people together to figure out how to transform inputs into outputs. In the process of figuring out the process of how people work together, you've got to figure out who's got what responsibilities, and how do they work together.
Interpretation
Management involves organizing people to effectively convert resources into results.
This quote by Clayton M. Christensen emphasizes the essential role of management in coordinating individuals to optimize the conversion of inputs into outputs. It highlights the importance of understanding team dynamics, assigning responsibilities, and fostering collaboration to achieve desired outcomes effectively.
In practice
In a business meeting to discuss project roles and responsibilities.
There is no single right answer or path forward, but there is one right way to frame the problem.
Understanding motivation is one of the most important things we can do in our lives, because it has such a bearing on why we do the things we do and whether we enjoy them or not.
Companies, in fact, are specifically organized to under-invest in disruptive innovations! This is one reason why we often suggest that companies set up separate teams or groups to commercialize disruptive innovations. When disruptive innovations have to fight with other innovations for resources, they tend to lose out.
There is no evidence that success in business will make us happy people or allow us to have happy families.
By definition, big data cannot yield complicated descriptions of causality. Especially in healthcare. Almost all of our diseases occur in the intersections of systems in the body.
The breakthrough innovations come when the tension is greatest and the resources are most limited. That's when people are actually a lot more open to rethinking the fundamental way they do business.
First organize the inner, then organize the outer ... First organize the great, then organize the small. First organize yourself, and then organize others.
What should be the aim of management? What is their job? Quality is the responsibility of the top people. Its origin is in the boardroom. They are the ones who decide.
Our combat mission is ending, but our commitment to Iraq's future is not.
I tell my staff, 'Give me your best, and then go home and live your life.' I've never asked anyone to work harder, but I've told plenty that they needed rest.
The prevailing - and foolish - attitude is that a good manager can be a good manager anywhere, with no special knowledge of the production process he's managing. A man with a financial background may know nothing about manufacturing shoes or cars, but he's put in charge anyway.
Part of diplomacy is to open different definitions of self-interest.
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