People believe that companies have always had strategies, dating back at least to likes of Henry Ford or Andrew Carnegie, maybe to the contractors who built the Pyramids. As it turns out, it was only in the 1960s and 1970s that a new breed of "business intellectuals" began to develop the intellectual framework that allowed companies to look at the… — Walter Kiechel Copy Share
People believe that management consultants are mostly useless parasites. Up until about 1980 it was consultants more than anyone else who came… — Walter Kiechel Copy Share Image
People say that ideas aren't important in business. Okay, people say, maybe an idea for a new product, but the rest is… — Walter Kiechel Copy Share Image
The business schools could do a better job teaching face-to-face management, the actual work of organizing and helping along the efforts of… — Walter Kiechel Copy Share Image
What got repressed-sometimes viciously repressed-by the strategy-concept makers, consultants, and data gatherers was a consciousness of people and their importance in the… — Walter Kiechel Copy Share Image
I argue that once it became clear that the most important function of the CEO was to develop and enact the corporate… — Walter Kiechel Copy Share Image
Most of the experts agree that strategy will have to become more "adaptive", meaning that strategies will change faster based on information… — Walter Kiechel Copy Share Image
People believe that companies have always had strategies, dating back at least to likes of Henry Ford or Andrew Carnegie, maybe to the contractors who built the Pyramids. As it turns out, it was only in the 1960s and 1970s that a new breed of "business intellectuals" began to develop the intellectual framework that allowed companies to look at the… — Walter Kiechel Copy Share
People believe that management consultants are mostly useless parasites. Up until about 1980 it was consultants more than anyone else who came up with… — Walter Kiechel Copy Share Image
People say that ideas aren't important in business. Okay, people say, maybe an idea for a new product, but the rest is all execution,… — Walter Kiechel Copy Share Image
The experience curve says that your costs should probably decline by 15% or 20% with every doubling in your experience making a product, approximately how many of them you turn out. It also says that if you have the biggest market share, meaning the most experience of anybody in your competitive set, you should have the lowest costs, and the… — Walter Kiechel Copy Share
The best discipline, maybe the only discipline that really works, is self- discipline. — Walter Kiechel Copy Share Image
One practical point many experts will attest to is that if you want to develop someone as a leader, give them lots of responsibility… — Walter Kiechel Copy Share Image
The business schools could do a better job teaching face-to-face management, the actual work of organizing and helping along the efforts of others in… — Walter Kiechel Copy Share Image
What got repressed-sometimes viciously repressed-by the strategy-concept makers, consultants, and data gatherers was a consciousness of people and their importance in the creation and… — Walter Kiechel Copy Share Image
I argue that once it became clear that the most important function of the CEO was to develop and enact the corporate strategy, that… — Walter Kiechel Copy Share Image
Most of the experts agree that strategy will have to become more "adaptive", meaning that strategies will change faster based on information from people… — Walter Kiechel Copy Share Image
The most important change, and it's been going on for at least three decades, is the increasing "professionalization," if that's a word, of the… — Walter Kiechel Copy Share Image
