Top Management Quotes - Page 3

• The biggest barriers to strategic renewal are almost always top management's unexamined beliefs.

  Gary Hamel

  Belief, Renewal, Barriers

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• The resource allocation task of top management has received too much attention when compared to the task of resource leverage.

  C. K. Prahalad

  Tasks, Attention, Too Much

  Gary Hamel, C. K. Prahalad (2013). “Competing for the Future”, p.174, Harvard Business Press

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• Managing innovation will increasingly become a challenge to management, and especially to top management, and a touchstone of its competence.

  Peter Drucker

  Challenges, Innovation, Competence

  Peter Drucker (2013). “People and Performance”, p.149, Routledge

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• . . . top management should spend 40 to 50 percent of its time educating and motivating its people . . .

  Buck Rodgers

  People, Should, Percent

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• Unlike top management at Enron, exemplary leaders reward dissent. They encourage it. They understand that, whatever momentary discomfort they experience as a result of being told they might be wrong, it is more than offset by the fact that the information will help them make better decisions.

  Warren G. Bennis

  Decision, Leader, Might

  Warren G. Bennis, Patricia Ward Biederman (2009). “The Essential Bennis”, p.182, John Wiley & Sons

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• The only beef Enron employees have with top management is that management did not inform employees of the collapse in time to allow them to get in on the swindle. If Enron executives had shouted, "Head for the hills!" the employees might have had time to sucker other Americans into buying wildly over-inflated Enron stock. Just because your boss is a criminal doesn't make you a hero.

  Ann Coulter

  Hero, Boss, Criminals

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• What's absolutely unforgivable is the financial benefit top management people get for laying off people. There's no excuse for it. No justification. No explanation. This is morally and socially unforgivable, and we'll pay a very nasty price.

  Peter Drucker

  People, Benefits, Pay

  "The Relentless Contrarian". Interview with Peter Schwartz, Kevin Kelly, www.wired.com. August 1, 1996.

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• I basically see two reasons for a going public: Glencore gets access to more money. It is a way of funding your business and to finance growth. Plus: You have more liquid shares. It is easier to leave the company and redeem your shares. The 'going public' may also be an exit strategy for the top management.

  Marc Rich

  Two, Growth, May

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• One of the things I've had the advantage of, growing up and being close to the top management of this company and other companies for most of my life, is seeing how CEOs start to believe in their own infallibility. And that really scares me.

  Bill Ford

  Growing Up, Believe, Scare

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• In life and business, there are two cardinal sins, the first is to act precipitously without thought, and the second is to not act at all. Unfortunately the board of directors and top management of Times Warner already committed the first sin by merging with AOL, and we believe they are currently in the process of committing the second; now is not a time to move slowly and suffer the paralysis of inaction.

  Carl Icahn

  Believe, Moving, Two

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• One cannot expect to coast along and rise automatically to the top, no matter what friends you may have in the company. There may have been a time when, in large corporations, a person could rise simply because he had a stock interest or because he had friends in top management. That's not true today. Success in business requires training and discipline and hard work. But if you're not frightened by these things, the opportunities are just as great today as they ever were.

  David Rockefeller

  Business, Hard Work, Opportunity

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• It is most important that top management be quality-minded. In the absence of sincere manifestation of interest at the top, little will happen below.

  Joseph M. Juran

  Important, Quality, Littles

  Joseph M. Juran (1945). “Management of Inspection and Quality Control”

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• In reality, that was going to be very messy from an antitrust standpoint and meet a lot of resistance from the top management at Hasbro. That was a whole different story.

  Harold L. Vogel

  Reality, Different, Stories

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• Top management as a function and as a structure was first developed by Georg von Siemens (1839-1901) in Germany between 1870 and 1880, when he designed and built the Deutsche Bank and made it, within a very few years, into continental Europe's leading and most dynamic financial institution.

  Peter Drucker

  Years, Europe, Firsts

  "Management: Tasks, Responsibilities, Practices". Book by Peter F. Drucker, 1973.

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