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 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.
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
I believe so much in the power of performance I don't want to convince people. I want them to experience it and come away convinced on their own.
I've not seen an effective manager or leader who can't spend some fraction of time down in the trenches... If they don't do that they get out of touch with reality, and their whole thought and management process becomes abstract and disconnected.
The question of whether or to what extent human activities are causing global warming is not a matter of ideology, let alone of belief. The issue is simply one of risk management.
Stress and anxiety at work have less to do with the work we do and more to do with weak management and leadership.
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