John L. Flannery Quotes

I talked about 12 to 18 months, and that's about reaffirming our foundation for sustained growth: getting the discipline back, getting the basics right, getting the customer focus back... so by the end of next year, I hope most of that's in place.

Business has only two functions - marketing and innovation.

But tending machinery was one thing; defining what we were trying to do and why we were doing it, and developing ways to measure how well the job was done - this was something else again.

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.

It is the performance of the business that matters. It is hard enough to figure out the future of the business. Do not try to figure out the future of the country or the world; focus on the business.

Look first at management. That's the key to a company.

A strong sense of purpose drives businesses to take the long view and invest for growth.

I am excited to be working with the dedicated Four Seasons board and leadership team to build upon their reputation for industry-leading customer experiences while seeking out innovative ways to leverage technology that will help spur additional growth.

I will work to ensure Duke Energy is positioned to continue its track record of outstanding customer service and operational and financial excellence.

Bayen need quality, you have to invest and upgrade!

Many corporate leaders and employees have the right intentions, but it can be overwhelming when you consider how everything is affected from leadership styles, to organizational structure, to employee engagement, to customer service an marketplace.

A business like an automobile, has to be driven, in order to get results.

Most businesses fail because they want the right things but measure the wrong things, and they get the wrong results.

I definitely see a correlation between how many things a company gets right and how fast a company grows.

In many respects, we really are trying to not run the Social Office like a business, but we do have a strategy. We do have a mission. We are trying to standardize certain things so that our time is not spent on, you know, picking flowers or linens, that we've got standards.

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

In business, the idea of measuring what you are doing, picking the measurements that count like customer satisfaction and performance... you thrive on that.

If you're running an engineering or finance company, all companies depend on ideas and ingenuity. I think the principles of creative leadership apply everywhere, whether it's an advertising company or whether you're running a hospital.

Chick-fil-A is what it is today because of its people, purpose and product.

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.

Great companies have high cultures of accountability, it comes with this culture of criticism I was talking about before, and I think our culture is strong on that.

As I said before, a big part of my strategy says - and the management team I think is in agreement with this - we don't have to be out there with a lot of noise all the time. What we need to do is paint a vision for customers, promise them deliverables, and go hit at it.

No business can succeed in any great degree without being properly organized.

What gets measured, gets done….Results measurement is now mainstreamed

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.