Julian Assange Quotes

Mathematicians are like managers - they want improvement without change.

In setting goals and executing a strategy, Wanda is sophisticated. We have good systems and departments. If targets are not reached, a yellow light goes off.

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.

As a company gets big, the information that informs decision-making gets massive. Depending upon the prism through which you view the business, your perspective will vary. If two people are in charge, this variance will cause conflict and delay.

The answers to all a startup's challenges are out there. By setting up the right mechanisms for gathering feedback, the road to success can be a less bumpy ride.

I learned that you shouldn't take your most esoteric concept and fit it into the largest space with the highest fixed costs. It puts too much pressure on the restaurant to hit grand slams every day when there just aren't enough people who want to watch that sport.

For four years, I listened to stories of intelligence failures, and it wasn't due to incompetence of anyone in the system, but that the system is so arcane.

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

In business, you try to solve problems.

How can you be on top of the things you do? I think when you are involved in a business, first of all you need to know the business. After that you know the business, you can - the numbers tell you what is happening. You can read with the numbers.

I want to take TSA to the next level.

You start a business, and you really don't have much of a budget.

Policymakers have to make judgments based on the best intelligence they get.

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

The biggest challenge is to build the team and start the company, while hiring people, raising money, building a brand which has no history, all at the same time. You're doing a lot of things that in an established company are already done.

In every business, in every industry, management does matter.

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

Intelligence collection has its place—no question—… But no matter how important collection is, in the short and even the long run, it just doesn’t cost very much.

We… need to recalibrate our expectations for what we access as actionable intelligence. We need to lower that threshold to the appropriate level and we need to have a higher threshold tolerance for pain in the event that we miscalculate or things go wrong or people get caught or something happens.

No altered system will work a miracle. Any wild experiment will only add to the confusion. Our best assurance lies in efficient administration of our proven system

The chances of catastrophe grow as organizations grow in number and size, and as internal communications become more time consuming and less intelligible.

Empirical and observational data along with a healthy dash of intuition often have to be combined as business owners begin to look outward, not inward, at what solutions they can provide to their customers.

Tactical Work is the work you do every day in your business to generate income, along with all of the operational, financial, and management tasks that entails.

Strategic Work is all about the big questions: Who? What? When? Where? Why? Tactical Work is all about answers: This is the system we use to do each task. This is how we do it, how we measure it, how we monitor it.

Too often in business, only financial data is gathered - and then it is distributed only to management. Other key indicators that relate to performance areas also need to be tracked. Information on performance has to be made available to those people who can best use it - those doing the work.