Quotes & Sayings About Operations Management

Brainstorm your big idea(s). (2 hrs) Identify your product, customer, competition, and sales/marketing strategy. (2 hrs) Identify your plan for operations, management, capitalization, and finances. (4 hrs) Create a life plan. (4 hrs) Validate your business idea. (8 hrs) Type up your finished business plan. (4 hrs) Execute and follow through on your plan. — Steven Fies

The appearance of precision and order are so important to military commanders because they are generally idiots who couldn't plan a decent cocktail party, especially the bureaucrats who float to the top of the Officer Personnel Management System. They require the appearance of precision and order because their operations, this one being emblematic, are goat fucks. — Stan Goff

In 1989, I was awarded the Von Neumann Prize in Operations Research Theory by the Operations Research Society of America and The Institute of Management Sciences. They cited my works in the areas of portfolio theory, sparse matrix techniques and the SIMSCRIPT programming language. — Harry Markowitz

More process, less innovation. More operations, less innovation. More management, less innovation. More entrepreneurs, more innovation. — Seth Godin

The form of association, however, which if mankind continue to improve, must be expected in the end to predominate, is not that which can exist between a capitalist as chief, and work-people without a voice in the management, but the association of the labourers themselves on terms of equality, collectively owning the capital with which they carry on their operations, and working under managers elected and removable by themselves. — John Stuart Mill

It's not a question of arriving and putting in a whole new administration, but instead, arriving and "compacting" things as much as possible, reducing management layers. We want as few management layers as possible, so that executives are very close to the operations. We also don't believe in having big corporate infrastructures. — Carlos Slim

An organization has integrity - is healthy - when it is whole, consistent, and complete, that is, when its management, operations, strategy, and culture fit together and make sense. — Patrick Lencioni

Any successful hospitality operation - be it a hotel or restaurant, chain or independent, low-cost provider or luxury establishment - requires an effectively performing individual operation. You have to attract the right customers, have the service product, set the right price for your product, and provide the right level of service - all the while managing your employees the right way to achieve your goals. This requires a combination of knowledge from a variety of disciplines, and thus this section includes contributions from our faculty in human resources, management, marketing, operations, and strategy. — Michael C. Sturman

We are very fortunate to have Matt Carter join the Apollo board. Matt brings deep management, operations, marketing and international business expertise to the company, along with a track record of growing and strengthening well-known consumer brands. — Peter Sperling

A clear mission statement describes the values and priorities of an organization. Developing a mission statement compels strategists to think about the nature and scope of present operations and to assess the potential attractiveness of future markets and activities. A mission statement broadly charts the future direction of an organization. A mission statement is a constant reminder to its employees of why the organization exists and what the founders envisioned when they put their fame and fortune at risk to breathe life into their dreams. — Fred R. David

IT - especially with its role so greatly enlarged by the arrival of the Internet - has changed not only how we work and conduct business, but also how we (and our customers) play, how we consume, and how we educate our next generations. And yet the IT phenomenon, so evident in the expenditures of every organization, has not yet achieved management attention equal to other areas, such as finance, marketing, operations, and human resources. In far too many companies, IT remains a black box that business managers rarely try to see inside. When business managers do engage in IT discussions, often they bring little expertise to bear. Few feel apologetic about their IT inadequacies. But the time is coming when "I'm not an IT person" will be no more adequate as a manager's defense in the aftermath of a major corporate problem than Jeff Skilling's now notorious "I'm not an accountant" - that CEOs effort to explain his failure to foresee or prevent Enron's spectacular implosion. — Robert D. Austin

Most regular, two-year MBA programs provide both experience and the capacity to link together the essential elements of management such as finance, marketing, organizational behavior, and operations. — Warren Bennis

EMA research evidences strong and growing interest in leveraging log data across multiple infrastructure planning and operations management use cases. But to fully realize the potential complementary value of unstructured log data, it must be aligned and integrated with structured management data, and manual analysis must be replaced with automated approaches. By combining the RapidEngines capabilities with its existing solution, SevOne will be the first to truly integrate log data into an enterprise-class, carrier-grade performance management system. — Jim Frey

Genuinely intelligence-led operations have to be embedded into both processes and more importantly mindsets to bridge the gaps in Risk Management. — Pearl Zhu

The reaction of weak management to weak operations is often weak accounting. — Warren Buffett

Services should not be confused with organizations or IT units within the company. For example, a NOC (Network Operations Center) is not a service. The NOC itself could deliver a service such as Monitoring, Incident Response or Event Management services. — Randy A. Steinberg