Gæði vöru eða þjónustu er ekki háð því sem við leggjum til málanna heldur því hvað viðskiptavinurinn fær út úr henni.
Leiðtogahæfileikar snúast ekki um ræðuhöld og vinsældir. Leiðtogahæfileikar eru skilgreindir út frá árangri en ekki persónueiginleikum.
If we want to know what a business is we have to start with its purpose. There is only one valid definition of business purpose: to create a customer. It is the customer who determines what a business is. For it is the customer, and he alone, who through being willing to pay for a good or service, converts economic resources into wealth, things into goods. What the business thinks it produces is not of first importance -- especially not to the future of the business and its success. What the customer thinks he is buying, what he considers “value” is decisive ... Because it is [the purpose of a business] to create a customer, [the] business enterprise has two—and only these two—basic functions: marketing and innovation.
The business enterprise has two and only two basic functions: marketing and innovation. Marketing and innovation produce results; all the rest are costs.
People who don't take risks generally make about two big mistakes a year. People who do take risks generally make about two big mistakes a year.
The leaders who work most effectively, it seems to me, never say ‘I.’ And that’s not because they have trained themselves not to say ‘I.’ They don’t think ‘I.’ They think ‘we’; they think ‘team.’ They understand their job to be to make the team function.
Meginhlutverk fyrirtækisins er að þjóna viðskiptavinum sínum. Fyrirtækið er til svo að það geti veitt viðskiptavinum vörur sínar og þjónustu. Hagnaður er ekki aðalatriðið, heldur er það grundavallarforsenda fyrir því að fyrirtækið getur verið til áfram. Fyrirtækið ber einnig ábyrgð m.a. gagnavart starfsfólki sínu og samfélaginu, og þarf að axla þá ábyrgð til þess að það geti haldið áfram að sinna meginhlutverki sínu.
The most efficient way to produce anything is to bring together under one management as many as possible of the activities needed to turn out the product.
We can say with certainty - or 90% probability - that the new industries that are about to be born will have nothing to do with information.
Follow effective action with quiet reflection. From the quiet reflection will come even more effective action.
Executives owe it to the organization and to their fellow workers not to tolerate nonperforming individuals in important jobs.
Few companies that installed computers to reduce the employment of clerks have realized their expectations... They now need more, and more expensive clerks even though they call them 'operators' or 'programmers.'
The aim of marketing is to know and understand the customer so well the product or service fits him and sells itself.
Because the purpose of business is to create a customer, the business enterprise has two—and only two—basic functions: marketing and innovation. Marketing and innovation produce results; all the rest are costs. Marketing is the distinguishing, unique function of the business.
Effective leadership is not about making speeches or being liked; leadership is defined by results not attributes.
No institution can possibly survive if it needs geniuses or supermen to manage it. It must be organized in such a way as to be able to get along under a leadership composed of average human beings.
Innovation is the specific instrument of entrepreneurship. The act that endows resources with a new capacity to create wealth.
Most discussions of decision making assume that only senior executives make decisions or that only senior executives' decisions matter. This is a dangerous mistake.
Teaching is the only major occupation of man for which we have not yet developed tools that make an average person capable of competence and performance. In teaching we rely on the "naturals," the ones who somehow know how to teach.
We now accept the fact that learning is a lifelong process of keeping abreast of change. And the most pressing task is to teach people how to learn.
Checking the results of a decision against its expectations shows executives what their strengths are, where they need to improve, and where they lack knowledge or information.
- Dwigt D. Eiseinhower
- Jón Gnarr
- Ragnar Bjarnason (Raggi Bjarna)
- Murakami Haruki
- Arthur Ashe
- Paul Graham
- Sigurður Pálsson
- Eydís Blöndal
- Auður Haralds