Organizational effectiveness does not lie in that narrow minded concept called rationality. It lies in the blend of clearheaded logic and powerful intuition
Henry MintzbergRead
The real challenge in crafting strategy lies in detecting subtle discontinuities that may undermine a business in the future. And for that there is no technique, no program, just a sharp mind in touch with the situation.
Interpretation
Crafting strategy requires awareness of subtle changes that could impact a business's future success.
This quote emphasizes the importance of being attuned to subtle changes in the business environment that could pose challenges to a company's strategy. It suggests that while there may be no specific techniques or programs to identify these changes, having a keen and perceptive mind is essential for recognizing and addressing them effectively.
In practice
In a business conference discussing future strategies, one might say, 'As Henry Mintzberg pointed out, the real challenge in crafting strategy lies in detecting subtle discontinuities.'
Organizational effectiveness does not lie in that narrow minded concept called rationality. It lies in the blend of clearheaded logic and powerful intuition
Basically, managing is about influencing action. Managing is about helping organizations and units to get things done, which means action. Sometimes, managers manage actions directly. They fight fires. They manage projects. They negotiate contracts.
When the world is predictable you need smart people. _x000D_ When the world is unpredictable you need adaptable people.
It is time to recognize conventional MBA programs for what they are - or else to close them down. They are specialized training in the functions of business, not general educating in the practice of management.
To 'turn around' is to end up facing the same way. Maybe that is the problem, all the turning organizations around.
Management and leadership are not separate spheres. The two skills work together in the larger realm of “communityship.
I think that, too many times, business has been seen as acting in its narrow self-interest rather than, essentially, contributing more broadly to society. I think a lot of that is unintentional; I don't think that many managers are deliberately trying to be unethical or are not trying to be sensitive to social needs.
Competition should not be for a share of the market-but to expand the market.
I think one of the things people don't understand is we can build more shareholder value by lowering product prices than we can by trying to raise margins. It's a more patient approach, but we think it leads to a stronger, healthier company. It also serves customers much, much better.
Imitation can be commercial suicide.
If the value of a company doesn't just scream out at you, it's too close.
Our model is to develop each business separately with its own shareholder and management - this way we can concentrate on the job in hand, rather than be part of some enormous and faceless conglomerate.
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