A company needs to have good business reflexes, to be able to marshal its forces in a crisis or in response to any unplanned event.
When you can't solve the problem, manage it.
We’ve got to learn to govern in Internet time.
The biggest potential and actual crises of the 21st century all have a strong, long, slow aspect with a significant lag between cause and effect. We have to train ourselves to be thinking in terms of longer-term results.
Darwinism may be a fine theory in other contexts, but in startups, intelligent design works best.
The most effective way to manage change is to create it.
An effective leader allows exceptions to the rule for exceptional results or when circumstance demands.
A leader knows who is outside of the system and needs special help.
The key idea of agile is that teams essentially manage themselves. ... It works in software, and it turns out that it works with kids.
In large organizations there are discrete functions. I do this; you do that. I swim in my lane; you swim in your lane. That can be very effective for certain processes and in certain stable conditions. But it doesn't work in unstable conditions.
Like the resource it seeks to protect, wildlife conservation must be dynamic, changing as conditions change, seeking always to become more effective.
Companies will need to pursue a more diversified business model, but I think those companies that have what I call a focused diversified business model will be more successful.
Great managers recognize that there is no one way to manage. You may have to be 10 different managers to get the best out of your team.
But in a turbulent environment the change is so widespread that it just routes around any kind of central authority. So it is best to manage the bottom-up change rather than try to institute it from the top down.
Many cities end up putting off things because they want to understand everything. They don't understand that innovating is about starting. Taking care of a city is a process that you start, and then give the population space to respond.
A company that cannot self-correct cannot thrive.
Dynamic benign neglect.
I'm not about change for the sake of change, but we should always be evaluating any initiative we're working on to see if we can do it better.
You don't want to be an iron fist all the time; at least I don't. I like to pick my spots and have a reason for everything that I do.
