The public totally discounts low-probability high-consequence events. The individual says, it's not going to be this plane, this bus, this time.
I don't see what the alternative to risk management is. If it's just getting rid of the models and instead using the smart people who can figure it out? How do you train them? What do you teach them? Do you just put them in a cockpit and let them stumble for 10 years of their life and then after that they're good at it?
You cannot allow any of your people to avoid the brutal facts. If they start living in a dream world, it's going to be bad.
This awful catastrophe is not the end but the beginning. History does not end so. It is the way its chapters open.
We have no future because our present is too volatile. We have only risk management. The spinning of the given moment's scenarios. Pattern recognition.
While we cannot accurately predict the course of climate change in the coming decades, the risks we run if we don't change our course are enormous. Prudent risk management does not equate uncertainty with inaction.
Cease dependence on inspection to achieve quality. Eliminate the need for inspection on a mass basis by building quality into the product in the first place.
A company will get nowhere if all of the thinking is left to management.
Never ask a barber if you need a haircut.
I can assure you, as long as I'm here, as long as my colleagues are here, we do know about risks.
Management is a curious phenomenon. It is generously paid, enormously influential, and significantly devoid of common sense
There is no doubt that Formula 1 has the best risk management of any sport and any industry in the world.
If I had better foresight, maybe I could have improved things a little bit. But frankly, if I had perfect foresight, I would never have taken this job in the first place.
Maybe we should teach schoolchildren probability theory and investment risk management.
The question of whether or to what extent human activities are causing global warming is not a matter of ideology, let alone of belief. The issue is simply one of risk management.
Every noble acquisition is attended with its risks; he who fears to encounter the one must not expect to obtain the other.
Outperforming the market with low volatility on a consistent basis is an impossibility. I outperformed the market for 30-odd years, but not with low volatility.
The most basic problem is that performance appraisals often don't accurately assess performance.
To be effective, every knowledge worker, and especially every executive, therefore needs to dispose of time in fairly large chunks. To have small dribs and drabs of time at his disposal will not be sufficient even if the total is an impressive number of hours.
Businesses can be opaque. They are complex. You don't know how aircraft engines work either.
Managers are not confronted with problems that are independent of each other, but with dynamic situations that consist of complex systems of changing problems that interact with each other. I call such situations messes. Problems are extracted from messes by analysis. Managers do not solve problems, they manage messes.
No one can measure the loss of business that may arise from a defective item that goes out to a customer.
A desperate disease requires a dangerous remedy.
The budget evolved from a management tool into an obstacle to management.
Quality, productivity, and innovation can be significantly increased if companies provide all employees with practical tools for exploiting potential information
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