In the CEO Afterlife
FEBRUARY 19, 2012
Somehow he was able to see the unseen, and marshal Apple’s resources to deliver the innovative products that fulfilled his view of what lied ahead. Is a “turnaround” artist right for a profitable, steady bureaucracy? During his era, Steve Jobs was miles ahead of every other forward thinking CEO in that race.
Marshall Goldsmith
DECEMBER 16, 2013
In addition to reducing bureaucracy, high-performing, high-tech companies provide freedom in dress codes, scheduled hours, and lifestyle choices. Although employees may work hard, they appreciate the lack of rules, regulations, and strictures that inhibit their freedom without increasing their productivity. Relax the culture. .
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LDRLB
FEBRUARY 29, 2012
Somehow he was able to see the unseen, and marshal Apple’s resources to deliver the innovative products that fulfilled his view of what lied ahead. Is a “turnaround” artist right for a profitable, steady bureaucracy? During his era, Steve Jobs was miles ahead of every other forward thinking CEO in that race.
LDRLB
FEBRUARY 29, 2012
Somehow he was able to see the unseen, and marshal Apple’s resources to deliver the innovative products that fulfilled his view of what lied ahead. Is a “turnaround” artist right for a profitable, steady bureaucracy? During his era, Steve Jobs was miles ahead of every other forward thinking CEO in that race.
Chart Your Course
OCTOBER 9, 2012
” In “Marketing for Scientists” Marc Kucher listed words Jobs used to describe his products between 1998 and 2008: stunning, revolutionary, awesome, beautiful, best, tour de force, cool, remarkable. Is bureaucracy weighing you down? You get the point and Apple’s employees and America did too. Remove obstacles.
Chart Your Course
JUNE 30, 2016
Sinek entered mainstream business awareness with his TED talk, in which he introduces a deceptively simple model called “the golden circle” made up of three layers: What (Product), How (Process), and Why (Purpose). Human Resource Champions (1996). Ineffective companies operate only from the other two layers.
Harvard Business Review
SEPTEMBER 1, 2016
Proliferating bureaucracies, expanding org charts, increasingly powerful central staffs, competing departmental agendas—all interfere with the focus on the customer and the deep connection with the details of the business that allowed these companies to grow successfully in the first place.
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