Arancha Gonzalez Quotes

Everyone designs who devises courses of action aimed at changing existing situations into preferred ones.

Mathematicians are like managers - they want improvement without change.

In any business, you have to evolve.

We must develop knowledge optimization initiatives to leverage our key learnings.

Business ends up being very dynamic and situational.

In a business, you've got to move on.

You have to be damn certain you're putting something better in its place.

You don't implement change easily in Japan unless you explain very clearly why you need to do this change, how you're going to do this change and what's going to be the outcome of this change. If you offset or you forget to explain one of these three steps you're not going to do it.

The company-as-a-machine model fits how people think about and operate conventional companies. And, of course, it fits how people think about changing conventional companies: You have a broken company, and you need to change it, to fix it.

One thing I've learned about his business is this whole 'plan thing' - it doesn't work.

We have the means and the capacity to deal with our problems, if only we can find the political will.

I think there are certain business matters which we must now conduct differently than we used to.

Management, at every level, is about the effort to frame challenges, define end states, and allocate resources to navigate between them.

There was a point in time when I was in dire need of changing the way the model agency was working.

Believe it or not, the biggest obstacle for a business owner with any size business is the internal response to the question - 'Now what?' Often this question is followed by a - deer in the headlights - response, which is then followed by stagnation. Following stagnation comes fear.

We can reorient our products and business strategy because we are an agile organisation.

In business, you try to solve problems.

The one thing we know today is we can't continue to do business the way we have in the past.

The core of the consulting business is going in and essentially making yourself indispensible by eating the brain of the organization, meaning that the consultants go in and assume key functions in the organization.

When action grows unprofitable, gather information; when information grows unprofitable, sleep.

It's important to have a really clear strategy so when you are in business, you only have to make micro-strategy changes.

The best way to make change is to know how something works. If you're going to go build something or change whatever it is, if you don't know how it works and you're trying to go make a change in it, the first thing you're doing is you're spending time figuring out how it works. The same thing happens in organizations.

In every business, in every industry, management does matter.

Sometimes it's more difficult to achieve a 10% cost reduction than it is to tell people they have to achieve 50%. Small incremental steps block your view of doing something fundamentally different.

Management is all about managing in the short term, while developing the plans for the long term.