Ken Blanchard Quotes

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.

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.

One is to ensure that the war fighters and the intelligence analysts get the information that they need when they need it, in a format that's useful to them.

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.

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

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

Harman had great brands, but the processes were falling apart.

The teams and how we perform and how we deal with customers, how we invest in the things we do right now - that's what writes the story for GE.

I've never been in a business where safety performance was excellent and the business performance was not, so they go hand in hand, and for me, safety performance is an indication of discipline, of focus and of how joined up an organisation is.

Mathematicians are like managers - they want improvement without change.

What I learned from Rockefeller that's off-the-hook important is: You need to know exactly where you stand in a business at all times. Measure everything, because everything that is measured and watched improves.

We must develop knowledge optimization initiatives to leverage our key learnings.

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

The difference between management and administration (which is what bureaucrats used to do exclusively) is the difference between choice and rigidity.

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

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

As a company grows, communication becomes its biggest challenge.

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

We hope that there will be better policy-making and hope to see projects implemented. We have lots of information that can be used for the implementation of projects.

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

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

I think we have to notice that the business processes we use right now for thinking and planning and budgeting and strategy are all delivered on very tight agendas.

Organizational changes to fix the problems usually create new vulnerabilities in the process of fixing the old ones.

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

Good organization does not necessarily mean it will produce good policy. But bad organization will almost never produce good policy.