N. Chandrababu Naidu Quotes

Redesigning a strategy is an excellent way to avoid implementing the strategy.

The weakness in the company is if we fail to execute.

And the reason for focusing on that time frame is that it's going to take us a considerable period of time to develop the new capabilities, processes and organizations that will be needed.

When you're coming into a company and, you know, have to do a transformation, what you really want to do is look at the company and say, 'Okay, here are the parts that the company does well. How do we get those genes to hyper-express? The genes that are getting in the way, how do you turn those off?'

For organisations, flexibility is a must to cope with fluctuations in demand and remain competitive, and people must be able to develop adaptable attitudes to quickly embrace evolving business conditions, new business opportunities, and shifting strategies.

Mathematicians are like managers - they want improvement without change.

At first, we couldn't be establishment, because we didn't have any money. We were guerrilla marketers, and we still are, a little bit. But, as we became No. 1 in our industry, we've had to modify our culture and become a bit more planned.

And ours is a business that requires discipline and focus.

The good thing about execution issues are that they are within our control.

Our greatest lack is not money for any undertaking, but rather ideas, If the ideas are good, cash will somehow flow to where it is needed.

Everyone designs who devises courses of action aimed at changing existing situations into preferred ones.

The American attitude towards efficiency and execution should always underlie architecture.

Profitability is coming from productivity, efficiency, management, austerity, and the way to manage the business.

One thing I've learned about his business is this whole 'plan thing' - it doesn't work.

There's a fundamental distinction between strategy and operational effectiveness.

One of the banes of successful innovation is that companies may be so committed to innovation that they will give the innovators a lot of money to spend.

Management, at every level, is about the effort to frame challenges, define end states, and allocate resources to navigate between them.

We can reorient our products and business strategy because we are an agile organisation.

About half my time is spent on business operation type stuff.

But with lots of good ideas, implementation is the key, and so we need to keep our eye on the ball as we go forward and make sure that people honor their pledges in terms of financial commitments, and that we actually use this money so that it makes a real difference.

I'm fascinated by management and organizations: how organizations get things done and how successful organizations are built and maintained, how they evolve as they grow from start-ups to small companies to medium companies to big companies.

My view is that, as management, the focus has to be on having a strategy and executing it. As you do the strategy and execution, it is important to communicate it consistently.

The key to Operations at Wal-Mart is their ability to maintain the highest standards while at the same time getting things done with lockstep execution.

Sometimes it's more difficult to achieve a 10% cost reduction than it is to tell people they have to achieve 50%. Small incremental steps block your view of doing something fundamentally different.

Management is all about managing in the short term, while developing the plans for the long term.