„There are times when a company’s know-how, product range, and labor relations are in harmony with the world around it. The business situations are familiar, the company is well organized, and employees are trained and prepared. During those times, managers do not need to develop and implement new ideas. Their job is to allocate resources to promote growth and development, channeling capital and people to the parts of the organization best positioned to benefit from the current state of affairs. Those parts of the organization then become larger, better established, and more powerful.
But just when the company has organized itself, outside circumstances may change. New technologies come on the scene, markets shift, interest rates fluctuate, consumers’ tastes change, and the company must enter a new phase of life. In order to stay in sync with the outside world, it must be able to alter its marketing strategy, its product range, its organizational form, and where and how it does its manufacturing. And once a company has adapted to a new environment, it is no longer the organization it used to be; it has evolved. That is the essence of learning.“

—  Arie de Geus, Cited in: Richard C. Huseman, Jon P. Goodman (1998), Leading with Knowledge: The Nature of Competition in the 21st Century. SAGE Publications, p. 72.
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Citações relacionadas

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„Organizations need to undergo fundamental changes, both in order to adapt to the new business environment and to become ecologically sustainable.“

—  Fritjof Capra American physicist 1939
p. 86 Ch. 4 Life and Leadership in Organizations http://beahrselp.berkeley.edu/wp-content/uploads/2010/06/Capra-Hidden-Connections-Ch-4.pdf.

„A company's success no longer depends primarily on its ability to raise investment capital. Success depends on the ability of its people to learn together and produce new ideas“

—  Arie de Geus Dutch businessman 1930
Arie de Geus, in: " Arie de Geus: The Thought Leader http://www.strategy-business.com/article/17421?gko=cedb2," in: Strategy & Business. April 1, 2001, Nr 22-25. p. 26

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