Our approach is to think of companies not as businesses but as collections of people. We [Apple]want to qualitatively change the way people work. We don't just want to help them do word processing faster or add numbers faster. We want to change the way they can communicate with one another. We're seeing less paper flying around and more quality of communication.
When I joined Google, it was a 1,500-person company, which I thought was huge, since I don't think of myself as a corporate person.
You can’t mandate [cultural change], can’t engineer it. What you can do is create the conditions for transformation. You can provide incentives. You can define the marketplace realities and goals. But then you have to trust. In fact, in the end, management doesn’t change culture. Management invites the workforce itself to change the culture.
The time's come: there's a terrific thunder-cloud advancing upon us, a mighty storm is coming to freshen us up....It's going to blow away all this idleness and indifference, and prejudice against work....I'm going to work, and in twenty-five or thirty years' time every man and woman will be working.
If you're talking 100 years, there's no doubt in my mind that all jobs will be gone, including creative ones. And 100 years is not far in the future - some of our children will be alive in 100 years.
Slack is gratifying to work on in the same way that Flickr was. The mission is to make people's working lives simpler, more pleasant, more productive.
Good intentions can often lead to unintended consequences. It is hard to imagine a law intended for the workforce known to Henry Ford can serve the needs of a workplace shaped by the innovations of Bill Gates.
Computerization brings about an essential change in the way the worker can know the world and, with it, a crisis of confidence inthe possibility of certain knowledge.
Work is changing for men as much as it is for women.
There are no managers like there used to be managers.
Women will change the corporation more than we expect.
Unlearning is gaining importance as workplaces are moving towards agile, collaborative working models. While conventional education adds to our knowledge, unlearning will become the new learning in the coming decade, as concepts and ideas keep evolving.
In rich and captivating prose, Jessica DuLong kindly invites the rest of us on the journey of her lifetime: from a dot-com job to the fabled waters of the Hudson River, where she became a fireboat engineer. This is an unusual and fascinating book.
When I ask people how much time they spend not doing their job - time spent on 'work-about-work' or phone calls or e-mails - people regularly tell me 60, or even 90 percent. So if Asana could take that down closer to zero, we could potentially double the effectiveness of humanity.
The male clerk with his quill pen and copper-plate handwriting had gone for good. The female short-hand typist took his place. It was a decisive moment in women's emancipation.
I think the office place is always seen as such a professional, sterile environment, so there's something unusually thrilling about taking that well-behaved, polished environment and turning it upside down and shaking it up.
People don't think of their office as a workplace anymore. They think of it as a stationary store with Danish. You want to get your pastry, your envelopes, your supplies, your toilet paper, six cups of coffee, and you go home.
