Quotes & Sayings About Successful Organization

I think it's fascinating to note that some of the most successful organizations of our time got there by focusing obsessively on service, viewing compensation as an afterthought or a side effect. As marketing gets more and more expensive, it turns out that caring for people is a useful shortcut to trust, which leads to all the other things that a growing organization seeks. — Seth Godin

Loyalty, up and down the line. That's one quality an organization must have to be successful. — Bum Phillips

One particular debate that I have seen play out again and again is whether trans people who have more traditional gender expressions or who "pass" more should be the ones who are represented. A recent advocacy guide focused on advocating around trans health care access produced by the largest trans advocacy organization in the US instructs readers that advocacy will be more successful if the message is delivered by people who pass as non-trans men and women. — Dean Spade

In a congregation meeting, the pastor encouraged the congregation to make a new commitment to serve the people [at the trailer park]. One person stood up and said that past efforts had failed because the church lacked organization. Another person said that the church failed due to a lack of knowledge regarding the people's practical needs. Still another said that the church lacked evangelistic zeal.
In each case, the person offering criticism had the gifts to make the effort succeed! The person who saw a lack of organization had the gift of administration. The person who saw the lack of concern for practical needs had the gift of mercy. And the person who thought the church lacked evangelistic zeal had the gift of evangelism. What should have been a very successful outreach was short-circuited because they had not been using their gifts, the very gifts that were needed most. — Timothy Lane

The real secret is to build an organization that isn't afraid to make changes while it is still successful, before change becomes imperative for survival. — Lewis E. Platt

Direct mail was the basis of a lot of new Right organizations in the '70s and early '80s, and it actually led to the downfall of the majority of them. It's very expensive, and you end up putting your organization more and more in debt if you're not successful with it. — Nina Easton

If you wanted to bestow the grandiose title of "most successful organization in modern history," you would struggle to find a more obviously worthy nominee than the federal government of the United States.
In its earliest stirrings, it established a lasting and influential democracy. Since then, it has helped defeat totalitarianism (more than once), established the world's currency of choice, sent men to the moon, built the Internet, nurtured the world's largest economy, financed medical research that saved millions of lives and welcomed eager immigrants from around the world. — David Leonhardt

Everyone in a successful organization must be willing and ready to risk. Risk is like change; it's not a choice. — Max De Pree

To be successful, you need to mobilize the energy of many others in your organization. If you do the right things, then your vision, your expertise, and your drive can propel you forward and serve as seed crystals. — Michael D. Watkins

To be successful in a knowledge economy firms need to create learning organizations. — Don Tapscott

To run a successful organization," I say, "you must learn to manage people's energy, including your own. — Jon Gordon

Change masters are - literally - the right people in the right place at the right time. The right people are the ones with the ideas that move beyond the organization's established practice, ideas they can form into visions. The right places are the integrative environments that support innovation, encourage the building of coalitions and teams to support and implement visions. The right times are those moments in the flow of organizational history when it is possible to reconstruct reality on the basis on accumulated innovations to shape a more productive and successful future. — Rosabeth Moss Kanter

Which class is happiest, the rich, the middle class or the poor? A very successful executive of a large organization touches upon this vital subject in a long letter to all his salesmen. He uses as his text a passage from Robinson Crusoe which included this: ""My Father bid me observe it, and I should always find that the calamities of life were shared among the upper and lower part of mankind; but that the middle station had the fewest disasters, and were not exposed to so many vicissitudes as the higher or lower part of mankind. — B.C. Forbes

Getting a good job, working long hours, keeping your skills relevant, navigating the politics of an organization, finding a live/work balance...these are all really hard. In contrast, respecting institutions, having manners, demonstrating a level of humility...these are all (relatively) easy. Get the easy stuff right. In and of themselves they will not make you successful. However, not possessing them will hold you back and you will not achieve your potential. — Scott Galloway

In the successful organization, no detail is too small to escape close attention. — Lou Holtz

How do you build a successful organization or culture? It's the people. The people part, in business and basketball, is huge. — Bob Myers

Given the increasing diversity among customers and employees, organizations that attend to cultural intelligence are more successful. — David Livermore

Successful organizations understand the importance of implementation, not just strategy, and, moreover, recognize the crucial role of their people in this process. — Jeffrey Pfeffer

I began to make inquiries of the hundreds of successful men who collaborated with me in the organization of the science of success, and discovered that each of them had received guidance from unknown sources, although many of them were reluctant to admit this discovery. — Napoleon Hill

Every successful organization has to make the transition from a world defined primarily by repetition to one primarily defined by change. This is the biggest transformation in the structure of how humans work together since the Agricultural Revolution. — Bill Drayton

Successful cooperation in or by formal organizations is the abnormal, not the normal, condition. — Chester Barnard

Somehow ungodly men have developed systems of organization which permit them to work together in states of relative harmony and unity, whereas godly men, refusing to admit that these organizational structures are needed, live in states of chaos and disunity. The tragedy of this fact becomes evident when we realize that many of the successful systems of organization under which the godly men work and which the godly men refuse to accept are biblically based. — Theodore Wilhelm Engstrom

A firm is successful when the costs of directing employee effort are lower than the potential gain from directing. — Clay Shirky

Change capability is one of the strategic capabilities which underpin successful execution and move the organization from efficiency to agility. — Pearl Zhu

The vast majority of organizations today have more than enough intelligence, experience and knowledge to be successful. What they lack is organizational health. — Patrick Lencioni

Creativity is the generation and initial development of new, useful ideas. Innovation is the successful implementation of those ideas in an organization. Thus, no innovation is possible without the creative processes that mark the front end of the process: identifying important problems and opportunities, gathering relevant information, generating new ideas, and exploring the validity of those ideas. — Teresa Amabile

Most Western managers believe that long-term success flows from a state of stability, harmony, predictability, discipline, and consensus-a state that I refer to as stable equilibrium. This belief leads them to demand general prescriptions that they can immediately convert into successful action. The most popular prescriptions are to formulate a vision of an organization's future state, to prepare long-term plans to realize that vision, to set strategic milestones and monitor achievements against those plans, to write mission statements and persuade people to share the same culture, to encourage widespread participation and consensus in decision making, and to install control systems that allow top executives to set the organization's direction and stay in command. — Ralph D. Stacey

Ideas are the engines of progress. They improve people's lives by creating better ways to do things. They build and grow successful organizations and keep them healthy and prosperous. Without the ability to get new ideas, an organization stagnates and declines and will eventually be eliminated by competitors who do have fresh ideas. — Alan Robinson

Successful change can only come in the context of a clear understanding of what may never change, what the organization stands for. This is what Peter Drucker calls the organization's culture. Culture, as he uses the term, is that which cannot, will not, and must not change. We talk a lot about changing corporate culture, as though it were just another parameter of the organization, like an SIC code or address. But Drucker would have us look at culture entirely differently, as the bedrock upon which any constructive change will have to rest. If nothing is declared unchangeable, then the organization will resist all change. When there is no defining vision, the only way the organization can define itself is its stasis. Like the human creature that fights wildly to resist changing whatever it considers its identity, the corporate organism without vision will hold on to stasis as its only meaningful definition of self. — Tom DeMarco

Learn the lessons of history. Don't let how you feel about your tenure at your organization drive you to make poor investment decisions that could potentially derail a successful retirement. — Marc Singer

Leaders cannot work in a vacuum. They may take on larger, seemingly more important roles in an organization, but this does not exclude them from asking for and using feedback. In fact, a leader arguably needs feedback more so than anyone else. It's what helps a leader respond appropriately to events in pursuit of successful outcomes. — Jack Canfield

The mark of a successful organization isn't whether or not it has problems, its whether it has the same problems it had last year. — John Foster Dulles

No revolution can be successful without organization and money. "The downtrodden masses" usually provide little of the former and none of the latter. But Insiders at the top can arrange for both. What did these people possibly have to gain in financing the Russian Revolution? What did they have to gain by keeping it alive and afloat, or, during the 1920's by pouring millions of dollars into what Lenin called his New Economic Program, thus saving the Soviets from collapse? Why would these "capitalists" do all this? If your goal is global conquest, you have to start somewhere. It may or may not have been coincidental, but Russia was the one major European country without a central bank. In Russia, for the first time, the Communist conspiracy gained a geographical homeland from which to launch assaults against the other nations of the world. The West now had an enemy. In the Bolshevik Revolution — Gary Allen

Are you an action-oriented, take-charge person interested in exciting new challenges? As director of a major public-sector organization, you will manage a large armed division and interface with other senior executives in a team-oriented, multinational initiative in the global marketplace. Successful candidate will have above-average oral-presentation skills — Winston Churchill

One of the difficulties in bringing about change in an organization is that you must do so through the persons who have been most successful in that organization, no matter how faulty the system or the organization is. To such persons, you see, it is the best of all possible organizations, because look who was selected by it ad look who succeeded most in it. Yet, these are the very people through whom we must bring about improvements. — George Washington

But because we are financially solid, because we do have an organization that is equipped to handle any situation that comes in front of us, we are successful in getting from the employers what are members want and need without strikes. — Jimmy Hoffa

Mrs Smiling's character was firm and her tastes civilized. Her method of dealing with wayward human nature when it insisted on obtruding its grossness upon her scheme of life was short and effective; she pretended things were not so: and usually, after a time, they were not. Christian Science is perhaps a larger organization, but seldom so successful. — Stella Gibbons

Every organization needs to be introspective, transparent, and honest with itself. This only works if everyone is unified on the goals and purposes of the organization and there is trust within the team. High-performing, successful organizations build cultures of introspection and trust and never lose sight of their purpose. — Colin Powell

I like that combination between creativity and the creative process and the organization needed to make a business like this successful worldwide. — Bernard Arnault

One of the formulas to build a successful business is to nurture an "adaptability trait" in an organization's culture. — Pearl Zhu

Thankfully, over time, I have come to realize those skills initially dismissed as "soft" - communicating a vision, providing feedback, or leading a team - are fundamental to everything we try to do in business. You don't create a successful, sustainable, and scalable organization unless you can engage the people within the organization to work together. The "best friend at work" from the — Morag Barrett

The more successful you and your organization become, the more humble and devoted to your customers you need to be. — Robin S. Sharma

It is improper for one person to take credit when it takes so many people to build a successful organization. When you try to be top dong, you don't create loyalty. It you can't give credit (and take blame), you will drown in you inability to inspire. — James Sinegal

what. Content strategy asks these questions of stakeholders and clients: Why are we doing this? What are we hoping to accomplish, change, or encourage? How will we measure the success of this initiative and the content in it? What measurements of success or metrics do we need to monitor to know if we are successful? How will we ensure the web remains a priority? What do we need to change in resources, staffing, and budgets to maintain the value of communication within and from the organization? What are we trying to communicate? What's the hierarchy of that messaging? This isn't Sophie's Choice, but when you start prioritizing features on a homepage and allocating budget to your list of features and content needs, get ready to make some tough calls. What content types best meet the needs of our target audience and their changing, multiple contexts? What content types best fit the skills of our — Margot Bloomstein

To me, success in the job is setting a vision, guiding an organization through change - which is exactly what I did at Digitas, and I'm very proud of that - and bringing people together and with you. That, to me, is what it takes to be successful. — Laura Lang

All long-term social change comes from the successful efforts of one or another struggling organizations to capture the minds of a hard core of future leaders. — Gary North

There is tremendous stress these days on liking people, helping people, getting along with people, as qualifications for a manager. These alone are never enough. In every successful organization there is one boss who does not like people, who does not help them, and who does not get along with them. Cold, unpleasant, demanding, he often teaches and develops more men than anyone else. He commands more respect than the most likable man ever could. He demands exacting workmanship of himself as well as of his men. He sets high standards and expects that they will be lived up to. He considers only what is right and never who is right. And though often himself a man of brilliance, he never rates intellectual brilliance above integrity in others. The manager who lacks these qualities of character - no matter how likable, helpful, or amiable, no matter even how competent or brilliant - is a menace and should be adjudged "unfit to be a manager and a gentleman. — Peter F. Drucker

The more successful an organization becomes, the more difficult it is to deal with. — James Cook

No organization is going to be successful unless it places a high value on its employees and engages them in the work that it's doing. — Mary Burke

Most entrepreneurial types are free-wheelers who like to do a variety of things and do not enjoy routine tasks. But a smart entrepreneur will eventually learn that while ideas start businesses, organization makes them successful. — Larry Burkett

Successful organizations have one common central focus: Customers. — Ken Blanchard

Company culture is the backbone of any successful organization. — Gary Vaynerchuk

Suicide is a form of murder - premeditated murder. It isn't something you do the first time you think of doing it. It takes getting used to. And you need the means, the opportunity, the motive. A successful suicide demands good organization and a cool head, both of which are usually incompatible with the suicidal state of mind. — Susanna Kaysen

Eighty percent of the cases used in the typical MBA program are about successful companies. Students graduate with this notion that 'If I do everything that the people in those cases did, then my organization will grow and be successful, too.' — Clayton Christensen

An organization is not, like an animal, an end in itself, and successful by the mere act of perpetuating the species. An organization is an organ of society and fulfills itself by the contribution it makes to the outside environment. — Peter F. Drucker

I learned in my Ph.D. the discipline I needed to be successful. Most boxers are not that disciplined. They have talent, but the self-organization - the ability to schedule yourself and your priorities - is lacking. My studies were about the control of training on both the psychological and the physical side. — Wladimir Klitschko

As successful companies mature, employees gradually come to assume that the priorities they have learned to accept, and the ways of doing things and methods of making decisions that they have employed so successfully, are the right way to work. Once members of the organization begin to adopt ways of working and criteria for making decisions by assumption, rather than by conscious decision, then those processes and values come to constitute the organization's culture. 7 As companies grow from a few employees to hundreds and thousands, the challenge of getting all employees to agree on what needs to be done and how it should be done so that the right jobs are done repeatedly and consistently can be daunting for even the best managers. Culture is a powerful management tool in these situations. Culture enables employees to act autonomously and causes them to act consistently. Hence, the location of the — Clayton M Christensen

I knew the kind of culture we needed to create and I defined it for the team. The seven responsibilities everyone had were to: Have fun, work hard, and enjoy the journey. Show respect for every person you have contact with in the organization. Put the team first. Successful teams have teammates that are unselfish and willing to put their individual goals behind the team's goals. Do your job. It is defined, but you must always be prepared for it to change (especially if you're a player). Appropriately handle victory and defeat, adulation and humiliation. Do not get too high in victory or too low in defeat. Be the same person every day. Understand that all organizational decisions aim to make the team better, stronger, and more efficient. Have a positive attitude. Use positive language (both verbal and body language). — Jon Gordon

The successful implementation of creative ideas within an organization. — Teresa Amabile

Successful companies will almost always be described in terms of a clear strategy, good organization, strong corporate culture, and customer focus. But whether these things drive company performance, or whether they're mainly attributions based on performance, is a different matter. — Phil Rosenzweig