Stephen Bungay Famous Quotes
Reading Stephen Bungay quotes, download and share images of famous quotes by Stephen Bungay. Righ click to see or save pictures of Stephen Bungay quotes that you can use as your wallpaper for free.
Sins of omission should be regarded as far more serious than sins of commission,
What cannot be made simple cannot be made clear and what is not clear will not get done.
We are extraordinarily reluctant to admit that luck plays a part in business success.
At least since the time of In Search of Excellence in 1980, its first blockbuster bestseller, management literature has rejected the model of a business organization as a machine and its people as robots. Managers are exhorted to stop managing and start leading, to empower people, and to master something called "change management." The volume of the volumes has become cacophonous. However, many managers remain rather confused, as there is little consensus about how empowerment is actually supposed to work.
What matters about creating alignment around a strategy is not the volume of communication, but its quality and precision.
And even if we make good plans based on the best information available at the time and people do exactly what we plan, the effects of our actions may not be the ones we wanted because the environment is nonlinear and hence is fundamentally unpredictable. As time passes the situation will change, chance events will occur, other agents such as customers or competitors will take actions of their own, and we will find that what we do is only one factor among several which create a new situation.
Understanding gets compliance. Only belief gets commitment.
Having worked out what matters most now, pass the message on to others and give them responsibility for carrying out their part in the plan. Keep it simple. Don't tell people what to do and how to do it. Instead, be as clear as you can about your intentions. Say what you want people to achieve and, above all, tell them why. Then ask them to tell you what they are going to do as a result.
If Clausewitz is right, no one should develop a strategy without taking into account the effects of organizational friction. Yet we continue to be surprised and frustrated when it manifests itself. We tend to think everything has gone wrong when in fact everything has gone normally.
