Operational Management Quotes

About half my time is spent on business operation type stuff.

I had 16 other prisons that I needed to pay attention to, and we did. And I had 3,400 soldiers who were depending on me to take care of them, and I did.

If you look at any normal organization, the CEO is the person with the highest E.Q. The person with the highest IQ is often in the back room running the financials or the operations. That's topsy turvy.

You cannot manage an airline from a corner office in Willis Tower. That doesn't work. You've got to manage by walking around.

Management is a far more homely business than its would be scientists suggest, more closely allied to cookery than any other human activity. Like cooking, it rests on a degree of organisation and on adequate resources. But just as no two chefs run their kitchens the same way, so no two managements are the same.

The operational tail will wag the intelligence dog. The top people will be forced to take up all their time in the direction of operations and will neglect intelligence.

I'm totally convinced that the battleground of banking is not the front office. The battleground is the back end.

Being a visionary leader is not about giving speeches and inspiring the troops. How I spend my day is pretty much the same as how any executive spends his day. Being a visionary leader is about solving day-to-day problems with my vision in mind.

If you’ve got a problem make it a procedure and it won’t be a problem anymore.

I was not a project manager who was managing and executing the day-to-day operational work of building HealthCare.gov. I didn't have the kind of comprehensive, detailed, deep knowledge of that project that a manager would have.

I spent most of my career operating businesses and fixing businesses, not staring at a Bloomberg screen.

UDAY is meant for financial and operational turnaround of discoms.

Managers are important: they are leading the company and guiding and have to provide vision and manage the daily business.

I come from the operations side of the business, and I buy companies to operate them, not to flip them.

One of the best bits of advice I can give is, early on, when you're building a new business, try to find somebody to run it on a day-to-day basis to free yourself up to look at the bigger picture.

I am also involved with all the acquisitions and overall strategy. Now it's true, I don't run operations. But I've never really run operations. I've never had the endurance to run sales. The whole idea of selling to the customer just isn't my personality. I'm an engineer, tell me why something isn't working or is and I am curious.

I don't run any of my companies. I always partner with somebody who wants to operate.

Think ahead. Don't let day-to-day operations drive out planning.

Throughout my Enterprise career, I have been primarily operationally focused.

Running a football team is no different than running any other kind of organization.

Our managers need to have a strong integration of managerial skills and technical understanding. One cannot substitute for the other.

Leaving all the glamour and air-kissing aside, at the end of the day, fashion is about operations and getting things done. The best way to be successful, therefore, is to learn from the people who do it best.

You can make a lot of mistakes and still recover if you run an efficient operation. Or you can be brilliant and still go out of business if you're too inefficient.

I should estimate that in my experience most troubles and most possibilities for improvement add up to the proportions something like this: 94% belongs to the system responsibility of management 6% special

One of the commitments that I personally have now is to a diverse approach to buying businesses, and the operation of those businesses.