Competition should not be for a share of the market-but to expand the market.
W. Edwards DemingRead
People with targets and jobs dependent upon meeting them will probably meet the targets - even if they have to destroy the enterprise to do it.
Interpretation
This quote highlights the potential dangers of rigidly pursuing targets at the expense of overall organizational health.
W. Edwards Deming points out that individuals or organizations focused solely on meeting specific targets may resort to destructive behaviors to achieve those goals. This commentary serves as a warning to prioritize sustainable practices over short-term gains, emphasizing that the method of achieving targets can be just as important as the targets themselves.
In practice
In a business seminar discussing the risks of target-based management.
Competition should not be for a share of the market-but to expand the market.
The job can't be finished only improved to please the customer.
Don't expect smart people to listen to you without proof.
Quality begins with the intent, which is fixed by management.
Learn the basics of analytics and people will love you. If you don't have time to learn, hire someone.
Just because you can measure everything doesn't mean that you should.
The central problem of management is how spontaneous interaction of people within a firm, each possessing only bits of knowledge, can bring about the competitive success that could only be achieved by the deliberate direction of a senior management that possesses the combined knowledge of all employees and contractors
The most important, and indeed the truly unique, contribution of management in the 20th century was the fifty-fold increase in the productivity of the MANUAL WORKER in manufacturing. The most important contribution management needs to make in the 21st century is similarly to increase the productivity of KNOWLEDGE WORK and the KNOWLEDGE WORKER.
I used to watch the world as if it was a performance and I would realize that certain things that people did moved me, and certain things didn't move me, and I tried to analyze, even at that age, six and seven and eight, why I was moved by certain things they did
The constant reprimands made me hyperconscious of my own performance, and so instead of getting rid of self, I had become embedded in the egoism I was supposed to transcend. Now I was beginning to understand that a silence that is not clamorous with vexation and worried self-regard can become part of the texture of your mind, can seep into you, moment by moment, and gradually change you.
First of all, to do performance art, you really have to give 100 percent. I only know that I have to give 100 percent and then what happens, happens.
Those that are most slow in making a promise are the most faithful in the performance of it.
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