Business Savvy Quotes

Innovation requires having at least three things: a great idea, the engineering talent to execute it, and the business savvy (plus deal-making moxie) to turn it into a successful product.

our experience with newly-minted MBAs has not been that great. Their academic records always look terrific and the candidates always know just what to say; but too often they are short on personal commitment to the company and general business savvy. It’s difficult to teach a new dog old tricks.

The requisites for board membership should be business savvy, interest in the job, and owner-orientation.

Savvy customers avoid eating out on busy restaurant days, namely holidays and Saturday nights. Hey, the greatest meals I’ve ever had in a restaurant were on a quiet Tuesday or Wednesday evening.

Forward-thinking organizations seek hybrid professionals who are highly proficient writers, analytical, creative, and tech savvy, with strong competencies in business management, information technology (IT), and human behavior.

Without much discussion, we have created a two-tier justice system. If you shoplift at the grocery store, you can be carted off to jail. But if you steal tens of millions of dollars from the tax authorities or fraudulently peddle dangerous drugs from a corporate suite, you’ll be hailed for your business savvy.

Savvy and good-humored Penn graduate, went to Goldman Sachs and then Stanford Business School, married Steve Jobs in 1991.

Con men need a battery of traits to win their victims’ trust and lighten their wallets. Chicago’s Leo Koretz had them all. They must be good actors and Leo, acting the part of a savvy financier who hobnobbed with a mysterious syndicate of millionaires, delivered a magnificent performance. They must be likeable, and everyone liked and trusted the generous, wisecracking, charming Leo. He could have been a top-flight lawyer, a business leader, or perhaps a powerful politician. He chose, instead, to become a master of promoting phony stocks.

elected because of those conflicts—his business savvy, connections, experience, and brand—not in spite of them, and that it was ludicrous for anyone to think he could untangle himself even if he wanted to. Indeed, to reporters and anyone else who would listen, Kellyanne Conway offered on Trump’s behalf a self-pitying defense about how great his sacrifice had already been.

She’s such a bitch,” Tina says, which I find a little contradictory, but overall quite true. “She’s got to be in charge of everything.” I sit next to her. “Well, I guess. But in business, that’s leadership.” Tina stares at me for a second. “I can’t believe you consider that a positive trait. How about her inability to accept other points of view? Is it good leadership to be narrow, too?” “Focus,” I say. “They call that focus.” Tina stares at me. “Her paranoia?” “Business savvy.” “Compulsive need to have everything just how she wants it?” “Organizational skills.” “Aggressiveness?” “Aggressiveness,” I say, “is already a good thing.” “Jesus Christ,” Tina says, her eyebrow ring glinting in the morning sun. “Sometimes I worry about this country.

Savvy entrepreneurs adopting an abundance mindset realize there’s enough business to go around. The next time you’re networking, consider approaching someone you think is a competitor. Explore the possibilities of referring business to them.

If anyone is getting too close to your business to wreak havoc knowingly or not just become the villian while having them believe that they are the hero, by doing this they will do the bulk of the work for you while steering clear of your forward progress in the area of business you are working on

The story of Whole Foods Market provides dramatic evidence of the power of macro trends to create opportunities that savvy entrepreneurs can capitalize on. Such trends – in this case, sociocultural ones – create groups of customers having needs not served well by incumbent companies. The trend towards health and nutrition that began in the 1980s is still going strong,

I discovered that social climbing was a middle-class phenomenon, the poor never gave it a thought, they were too busy trying to survive. Over the years these communities acquired political savvy, they organized and became fertile territory for leftist parties. Ten years later, in 1970, they were decisive in electing Salvador Allende and for that reason had to suffer the greatest repression during the dictatorship.

The small stuff matters. The company that became the largest and most powerful in history isn't a military contractor or a car company. It isn't the result of savvy lobbyists in Washington, or the happenstance of controlling the supply of petroleum, or some kind of cabal that is beyond the understanding of ordinary people. The largest and most powerful company in history is built by each of us handing over three single dollar bills over and over again.

The more your dreams evolve into reality, the closer you get to Destiny, the greater target you become for the negative opinions of others. People who don’t even know you may form impressions about who they think you are and what you do. They will critique whether you’re qualified, intelligent, attractive, competent, sophisticated, or savvy enough for whatever you’re doing. They’ll always conclude that you’re not enough and you have no business going after Destiny. You can’t please a hater.

REINHOLD JOBS. Wisconsin-born Coast Guard seaman who, with his wife, Clara, adopted Steve in 1955. REED JOBS. Oldest child of Steve Jobs and Laurene Powell. RON JOHNSON. Hired by Jobs in 2000 to develop Apple’s stores. JEFFREY KATZENBERG. Head of Disney Studios, clashed with Eisner and resigned in 1994 to cofound DreamWorks SKG. ALAN KAY. Creative and colorful computer pioneer who envisioned early personal computers, helped arrange Jobs’s Xerox PARC visit and his purchase of Pixar. DANIEL KOTTKE. Jobs’s closest friend at Reed, fellow pilgrim to India, early Apple employee. JOHN LASSETER. Cofounder and creative force at Pixar. DAN’L LEWIN. Marketing exec with Jobs at Apple and then NeXT. MIKE MARKKULA. First big Apple investor and chairman, a father figure to Jobs. REGIS MCKENNA. Publicity whiz who guided Jobs early on and remained a trusted advisor. MIKE MURRAY. Early Macintosh marketing director. PAUL OTELLINI. CEO of Intel who helped switch the Macintosh to Intel chips but did not get the iPhone business. LAURENE POWELL. Savvy and good-humored Penn graduate, went to Goldman Sachs and then Stanford Business School, married Steve Jobs in 1991. GEORGE RILEY. Jobs’s Memphis-born friend and lawyer. ARTHUR ROCK. Legendary tech investor, early Apple board member, Jobs’s father figure. JONATHAN “RUBY” RUBINSTEIN. Worked with Jobs at NeXT, became chief hardware engineer at Apple in 1997. MIKE SCOTT. Brought in by Markkula to be Apple’s president in 1977 to try to manage Jobs.

Lavabit was an e-mail service that offered more security privacy than the large corporate e-mail services most of us use. It was a small company, owned and operated by a programmer named Ladar Levison, and it was popular among the tech-savvy. It had half a million users, Edward Snowden amongst them. Soon after Snowden fled to Hong Kong in 2013, Levison received a National Security Letter demanding that the company turn over the master encryption key that protected all of Lavabit’s users—and then not tell any of its customers that they could be monitored. Levison fought this order in court, and when it became clear that he had lost, he shut down his service rather than deceive and compromise his customers. The moral is clear. If you run a business, and the FBI or the NSA wants to turn it into a mass surveillance tool, it believes that it is entitled to do so, solely on its own authority. The agency can force you to modify your system. It can do it all in secret and then force your business to keep that secret. Once it does that, you no longer control that part of your business. If you’re a large company, you can’t shut it down. You can’t realistically terminate part of your service. In a very real sense, it is not your business anymore. It has become an arm of the vast US surveillance apparatus, and if your interest conflicts with the agency’s, the agency wins. Your business has been commandeered.

There’s a big difference, in other words, between having a mentor guide our practice and having a mentor guide our journey. OUR TYPICAL PARADIGM FOR mentorship is that of a young, enterprising worker sitting across from an elderly executive at an oak desk, engaging in Q& A about how to succeed at specific challenges. On the other hand, a smartcut-savvy mentee approaches things a bit differently. She develops personal relationships with her mentors, asks their advice on other aspects of life, not just the formal challenge at hand. And she cares about her mentors’ lives too. Business owner Charlie Kim, founder of Next Jump and one of my own mentors, calls this vulnerability. It’s the key, he says, to developing a deep and organic relationship that leads to journey-focused mentorship and not just a focus on practice. Both the teacher and the student must be able to open up about their fears, and that builds trust, which in turn accelerates learning. That trust opens us up to actually heeding the difficult advice we might otherwise ignore. “It drives you to do more,” Kim says. The best mentors help students to realize that the things that really matter are not the big and obvious. The more vulnerability is shown in the relationship, the more critical details become available for a student to pick up on, and assimilate. And, crucially, a mentor with whom we have that kind of relationship will be more likely to tell us “no” when we need it—and we’ll be more likely to listen.

Leadership over God's people, which functions as God's household, does not require business savvy but moral probity and relationship skill. An elder, or overseer, must be hospitable and gentle, traits most would traditionally consider as feminine qualities. He must not cede parenting responsibility to his wife but rather must be directly involved in the rearing of his children, "keeping his children submissive" (v. 4). Interesting, it is his domestic abilities, in addition to his moral qualities, which are his qualifying grounds for ministry.

Any study of Trump’s rise to the presidency is therefore unavoidably a study of Bannon, too. It’s a story Trump won’t like, because he isn’t always the central character. And because, contrary to his blustery assertions, his victory wasn’t a landslide, didn’t owe solely to the force of his personality or his business savvy, and happened only due to a remarkable confluence of circumstances

To gain digital insight and lead business transformation effortlessly, the digital board directors need to become more information savvy and IT friendly.

IT savvy boards will have the advantage of pulling enough resources and pushing the technology-enabled business change and innovation.

I have been asked many times what an "outstanding manager" has in his personality? I reflected based on my tenure with some outstanding managers of the country and my sense tells me that he has razor sharp thinking, eloquent speaking ability, free-flow writing ability, quick in calculating/computing (numeric), Tech-savvy, pleasingly interactive, polite conversationalist and agile in navigating in the corridors of office floors/markets based on emerging business needs.

Like Tom Hagen said: “This is business, Sonny. Not personal.” An approach Ronald Reagan and Tip O’Neill were savvy enough to take back in the 1980s. Tip was the Democratic Speaker of the House and not afraid to criticize the Republican president. Reagan did the same on a daily basis to his Democratic rival. Until six o’clock in the evening. Then they’d sit down for a beer or call each other on the phone and figure out what the most important piece of work was for each side that week—and they’d find enough common ground to pass legislation that made both parties happy.

What Excuse Do You Make When Asked for Your Fax Number — and You Haven't Got One? Can you afford to appear “behind the times” to your clients, customers, vendors, and associates? Or is it important to you to be perceived as successful, savvy, in tune with the trends leading the American business scene?

Ever since we added language to our tried-and-true communication system of grunting, hand gestures, and evocative facial expressions (insert image of eyebrow-waggling Neanderthal here), every story that ever got through to anyone, convincing them of something they didn’t already believe, did it by connecting to their experience. Story was the key to our survival, and every savvy storyteller knew that—how else could they have convinced their tribe that it’s better to harness fire than to run from it?

If the product manager doesn't have the technology sophistication, doesn't have the business savvy, doesn't have the credibility with the key executives, doesn't have the deep customer knowledge, doesn't have the passion for the product, or doesn't have the respect of their product team, then it's a sure recipe for failure.

Innovation is hard work; Edison made it a profession that blended art, craft, science, business savvy, and an astute understanding of customers and markets.

Savvy business owners learn to delegate tasks to others. And yes, this is something that must be learned.

At Berkshire, we will continue to look for business-savvy directors who are owner-oriented and arrive with a strong specific interest in our company. Thought and principles, not robot-like “process,” will guide their actions. In representing your interests, they will, of course, seek managers whose goals include delighting their customers, cherishing their associates and acting as good citizens of both their communities and our country. Those objectives are not new. They were the goals of able CEOs sixty years ago and remain so. Who would have it otherwise?

In this tech-savvy world, the enhancement of globalization is changing our life very fast. However, you owe a small or large business; the use of the software is making our business simple yet. It helps us to manage our business effectively and reach great heights of success. Like many other software development companies around the world, Tech Dyno BD offers a software development service that helps your business or organization stay innovation-oriented, agile, and effective in managing company values best.

For Netflix, the crucial insight didn’t snap into focus until 2011, fully four years after they started streaming. Up till then, Netflix had negotiated with content owners (film studios being the chief example) for streaming rights. But these content owners were very savvy about monetizing their properties—they sliced and diced these rights by geographical region, release date, duration of the agreement, and so on. Ted Sarandos, Netflix’s Chief Content Officer, came to believe that it was vital the company secure exclusive streaming rights to certain properties. Here now Netflix finally made a radical move: a major resource commitment to originals, starting with House of Cards in 2012. On

A "legal choppa" refers to a savvy, resourceful, and innovative individual in the business world. They possess sharp business acumen, strategic thinking, and the ability to navigate the legal landscape with cunning. This term describes someone who excels in finding creative solutions within the confines of the law and achieves success through intelligence and adaptability.

In addition to being independent, directors should have business savvy, a shareholder orientation and a genuine interest in the company. The rarest of these qualities is business savvy—and if it is lacking, the other two are of little help. Many people who are smart, articulate and admired have no real understanding of business. That’s no sin; they may shine elsewhere. But they don’t belong on corporate boards.

The bigger lesson for The Friction Project is that making snap judgments about what ought to be hard and what ought to be easy is risky business. Savvy trustees hit the pause button and figure out what to make easy, hard, or impossible before they turn to how to do it. They strive to get things done as quickly and cheaply as possible but keep searching for signs that it will take longer to go fast and cost more money to do things cheaply.

Promise you’ll tell me after?” He cocks a grin. “Are you blackmailing me?” “Think of it as a transaction.” “And you told me you weren’t business savvy,” he says with a grin. “I promise. Now, fuck me, Honey.

What kind of experience do you want to deliver to your customers? Starbucks wanted to bring the Italian coffee-drinking ritual to customers in the USA and around the world. How do you want to stand out by offering a better experience to your customers? What’s the experience they want to have in every interaction with your brand? Can you craft an experience around how your customers want to feel? Do they want to be delighted, nurtured, listened to, pampered, or something else? How are you going to get them there? How does your customer experience differentiate you from your competitors? Instagram’s simplicity and the fact that social sharing was built into the user interface offered users a different level of engagement with the app than that provided by other photo-sharing apps. How does experiencing your brand, from the first point of contact to the last, make your customers feel? How could you make that experience something that your customers can’t wait to share? Dollar Shave Club customers feel savvy and they want to share the discovery of the secret with their friends.

What Info Should a Persona Provide? Good personas convey the relevant demographic, psychographic, behavioral, and needs-based attributes of your target customer. Personas should fit on a single page and provide a snapshot of the customer archetype that's quick to digest, and usually include the following information: Name Representative photograph Quote that conveys what they most care about Job title Demographics Needs/goals Relevant motivations and attitudes Related tasks and behaviors Frustrations/pain points with current solution Level of expertise/knowledge (in the relevant domain, e.g., level of computer savvy) Product usage context/environment (e.g., laptop in a loud, busy office or tablet on the couch at home) Technology adoption life cycle segment (for your product category) Any other salient attributes

The New York State Department of Corrections has collected information about the top ten nationalities in its prisons for years—a practice that will presumably end as soon as this book is published. Foreign inmates were 70 percent more likely to have committed a violent crime than American criminals. They were also twice as likely to have committed a class A felony, such as aggravated murder, kidnapping, and terrorism.19 In 2010, the top ten countries of the foreign-born inmates were:           Dominican Republic: 1,314           Jamaica: 849           Mexico: 523           Guyana: 289           El Salvador: 245           Cuba: 242           Trinidad and Tobago: 237           Haiti: 201           Ecuador: 189           Colombia: 16820 Most readers are agog at the number of Dominicans in New York prisons, having spent years reading New York Times articles about Dominicans’ “entrepreneurial zeal,”21 and “traditional immigrant virtues.”22 Even in an article about the Dominicans’ domination of the crack cocaine business, the Times praised their “savvy,” which had allowed them to become “highly successful” drug dealers, then hailed their drug-infested neighborhoods as the “embodiment of the American Dream—a vibrant, energetic urban melting pot.”23

IDENTIFY CLEAR GOALS AND PRIORITIES. The ability to identify clear goals and priorities is being tested as the world resets. In 2008, for example, the primary goal for many companies became safety and managing for cash. But within that goal was the related one of managing for risk and a shift from previous years in the balance between the short-term and the long-term. Identifying goals requires a level of savvy and expertise to achieve the right balance. That, in turn, requires the realism and the knowledge of the business and the people that constitute the first two of our seven essential behaviors. Choosing the wrong goals can be disastrous. All too often the wrong goals are set because the leader isn’t realistic about the ability of the people to achieve them. Articulating the right goals is the first step. The people in the organization then have to execute and that means setting priorities and benchmarks. It isn’t enough to say “we need to generate $10 billion in cash.” You have to know what parts of the business will generate how much cash, how they will do it (by better managing inventories and receivables, for example), who is accountable, and how to follow through to be sure everyone is doing what they are supposed to be doing.

I had no idea what my intelligent, savvy, and glamorous mother had in common with this former school buddy, who had the personality of ragweed and a face reminiscent of a Shar-Pei dog wearing lipstick.

Identifying goals requires a level of savvy and expertise to achieve the right balance. That, in turn, requires the realism and the knowledge of the business and the people that constitute the first two of our seven essential behaviors. Choosing the wrong goals can be disastrous. All too often the wrong goals are set because the leader isn’t realistic about the ability of the people to achieve them. Articulating the right goals is the first step. The people in the organization then have to execute and that means setting priorities and benchmarks.

One Stanford op-ed in particular was picked up by the national press and inspired a website, Stop the Brain Drain, which protested the flow of talent to Wall Street. The Stanford students wrote, The financial industry’s influence over higher education is deep and multifaceted, including student choice over majors and career tracks, career development resources, faculty and course offerings, and student culture and political activism. In 2010, even after the economic crisis, the financial services industry drew a full 20 percent of Harvard graduates and over 15 percent of Stanford and MIT graduates. This represented the highest portion of any industry except consulting, and about three times more than previous generations. As the financial industry’s profits have increasingly come from complex financial products, like the collateralized debt obligations (CDOs) that ignited the 2008 financial meltdown, its demand has steadily grown for graduates with technical degrees. In 2006, the securities and commodity exchange sector employed a larger portion of scientists and engineers than semiconductor manufacturing, pharmaceuticals and telecommunications. The result has been a major reallocation of top talent into financial sector jobs, many of which are “socially useless,” as the chairman of the United Kingdom’s Financial Services Authority put it. This over-allocation reduces the supply of productive entrepreneurs and researchers and damages entrepreneurial capitalism, according to a recent Kauffman Foundation report. Many of these finance jobs contribute to volatile and counter-productive financial speculation. Indeed, Wall Street’s activities are largely dominated by speculative security trading and arbitrage instead of investment in new businesses. In 2010, 63 percent of Goldman Sachs’ revenue came from trading, compared to only 13 percent from corporate finance. Why are graduates flocking to Wall Street? Beyond the simple allure of high salaries, investment banks and hedge funds have designed an aggressive, sophisticated, and well-funded recruitment system, which often takes advantage of [a] student’s job insecurity. Moreover, elite university culture somehow still upholds finance as a “prestigious” and “savvy” career track.6

Not every smart creative has all of these characteristics, in fact very few of them do. But they all must possess business savvy, technical knowledge, creative energy, and a hands-on approach to getting things done. Those are the fundamentals. Perhaps

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There’s nothing wrong with any of these people, nor their letterpress stationery. But those choices aren’t just instances of entrepreneurial spirit and business savvy. Yuccies, by my definition, are determined to define themselves not by wealth (or the rejection of it), but by the relationship between wealth and their own creativity. In other words, they want to get paid for their own ideas, rather than executing on someone else’s.

some of the most prominent stores in the country have changed owners. And the new owners bring a whole new sense of energy – they’re more tech savvy and sophisticated. Their energy is contagious. They give everyone else a sense of possibility for their business.” And finally, in a twist of irony, the explosive growth of the digital landscape has, counterintuitively, rendered print books and the community booksellers who peddle them, novel and refreshingly real.

They are not confined to specific tasks. They are not limited in their access to the company’s information and computing power. They are not averse to taking risks, nor are they punished or held back in any way when those risky initiatives fail. They are not hemmed in by role definitions or organizational structures; in fact, they are encouraged to exercise their own ideas. They don’t keep quiet when they disagree with something. They get bored easily and shift jobs a lot. They are multidimensional, usually combining technical depth with business savvy and creative flair. In other words, they are not knowledge workers, at least not in the traditional sense. They are a new kind of animal, a type we call a “smart creative,” and they are the key to achieving success in the Internet Century.

Digital-savvy CIOs can envision the upcoming business trends and have both “sense and sensitivity” to understand people and lead effortlessly.

Whoop ain’t your business anymore, so sit your ass there and shut the fuck up unless you’re trying to shoot this shit out, and I ain’t talking about a jump shot, nigga.

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AMT Market Research Agency in Myanmar stands as a pivotal player in the dynamic landscape of market research within the country. With a commitment to delivering unparalleled insights and strategic solutions, AMT Market Research has established itself as a trusted partner for businesses seeking to thrive in Myanmar's evolving market. This article delves into the core aspects of AMT Market Research, exploring its services, methodologies, and the significance of market research in Myanmar. Through case studies, client testimonials, and a glimpse into future trends, we uncover the depth and impact of AMT Market Research in driving success for businesses in Myanmar. Introduction to AMT Market Research Agency in Myanmar AMT Market Research is not your run-of-the-mill agency in Myanmar. With a knack for unraveling the mysteries of consumer behavior, they're the Sherlock Holmes of the market research world. Let's delve into what makes them tick. Background of AMT Market Research Founded with a passion for decoding the pulse of the market, AMT Market Research has been shaking up the industry in Myanmar. Their team of savvy researchers leaves no stone unturned in uncovering insights that drive business success. Mission and Vision of the Agency AMT Market Research's mission is simple yet powerful: to empower businesses with data-driven decisions that spark growth and innovation. Their vision? To be the go-to partner for companies looking to navigate the ever-evolving market landscape in Myanmar. Services Offered by AMT Market Research When it comes to services, AMT Market Research doesn't just dip their toes in the water—they dive in headfirst, armed with a treasure trove of strategic insights. Market Entry Strategy From market sizing to competitor analysis, AMT Market Research crafts bespoke market entry strategies that pave the way for success in Myanmar's dynamic business environment. Consumer Behavior Analysis Curious about what makes your target audience tick? AMT Market Research digs deep into the minds of consumers, decoding their preferences, habits, and aspirations to help you tailor your offerings with precision. Competitor Analysis In a market as competitive as Myanmar, staying ahead of the game is crucial. AMT Market Research's competitor analysis services provide a roadmap for outshining the competition and carving out your niche. Importance of Market Research Agency in Myanmar In the bustling landscape of Myanmar, market research isn't just a luxury—it's a necessity. Understanding the economic terrain and growth opportunities is key to thriving amidst the challenges that lie ahead. Economic Landscape of Myanmar Myanmar's economic landscape is a canvas of untapped potential and burgeoning opportunities. Market research serves as the compass that guides businesses through this vibrant yet complex terrain. Growth Opportunities and Challenges With growth opportunities aplenty, Myanmar beckons businesses with promises of success. However, navigating the challenges, be it regulatory hurdles or shifting consumer trends, requires a keen understanding of the market—enter AMT Market Research. Methodologies Utilized by AMT Market Research When it comes to research methodologies, AMT Market Research doesn't settle for the ordinary. Their toolbox is brimming with innovative techniques that paint a comprehensive picture of the market landscape. Quantitative Research Techniques Numbers don't lie, and neither do AMT Market Research's quantitative research techniques. From surveys to data analysis, they crunch the numbers to unearth patterns and trends that inform strategic decision-making. Qualitative Research Approaches

In his book Risk Savvy (2014), the German psychologist Gerd Gigerenzer refers to this mental process as ‘Defensive Decision-Making’ – making a decision which is unconsciously designed not to maximise welfare overall but to minimise the damage to the decision maker in the event of a negative outcome. Much human behaviour that is derided as ‘irrational’ is actually evidence of a clever satisficing instinct – repeating a past behaviour or copying what most other people do may not be optimal, but is unlikely to be disastrous. We are all descended from people who managed to reproduce before making a fatal mistake, so it is hardly surprising that our brains are wired this way.

Some examples of chips that you can give and/or receive at work include: • Encouraging words, including authentic praise and the specifics of what was done well. • Supportive words, including genuine empathy for difficult situations. • Small talk, including asking personal (but not private) questions about family members, pets, recent personal events, etc. • Sincere compliments on clothing, professional skills, or business sense. • Sharing personal (but not private) details from your own life. • Asking for the other person’s input, opinion, advice. • Little gifts, like a cup of coffee. • Thank-you notes. [...] everyone with whom you interact keeps a chip bankbook on you. All day long you are gaining and losing chips with your direct reports, peers, and higher-ups. They know where you stand with them at any given moment, and you know where they stand with you. . . . One of the most important rules . . . is that we always make it equal in the end— that is, if someone tries to take away our chips, we will find a way to even the score. [...] To manage your relationships in a savvy manner at work, find out who values what kind of chips, and then stockpile those particular types of chips with others who can help you be more productive and successful.

farther than driving distance away. “Hello, I’m looking to buy a copy of Hellcat Ace.” “Hmm, I don’t think we carry that one—” “What?” he would fume. “What kind of computer store are you? Didn’t you see the review in Antic?” Then he would hang up in a huff, muttering about taking his business elsewhere. A week later he would call again, pretending to be somebody else. And a third time a week after that. He didn’t even have to call from different numbers, since caller ID was still as imaginary as Dick Tracy’s Apple Watch. Finally, on the fourth week, he’d use his professional voice. “Good afternoon, I’m a representative from MicroProse Software, and I’d like to show you our latest game, Hellcat Ace.” Spurred by the imaginary demand, they would invite him in. It seems utterly transparent in today’s marketing-savvy world, but in the era of mom-and-pop computer stores, it worked. Bill may very well have placed a call to every single outlet in the nation at that time, charming them with his energy and enthusiasm.

People have this vision of what it’s like to be an executive or CEO or leader of a huge business unit. They assume everyone at that level has enough experience and savvy to at least appear to know what they’re doing. They assume there’s thoughtfulness and strategy and long-term thinking and reasonable deals sealed with firm handshakes. But some days, it’s high school. Some days, it’s kindergarten.

It takes time to build a career and become industry savvy", Sim Ngezahayo

This was when we saw Trader Joe’s shift from the fun-providing Good Time Charley into the more health-savvy Whole Earth Harry by 1971.

The PARSAQ Bookkeeping Method helps remove the stress of bookkeeping for (non-finance savvy!) business owners.

Savvy leaders use empathy to relieve that emotional strain. They use it so that video meetings are beneficial for everyone.

Damn. Where has this business savvy Cal been hiding my whole life and how soon can I fuck him?

Our working assumption is that part or all of Plan A is wrong. By systematically testing a series of hypotheses, the savvy entrepreneur or street-smart executive identifies, through experimentation rather than impassioned persuasion, a better Plan B or, eventually, Plan Z.

What’s Slipping Under Your Radar? Word Count: 1096 Summary: Ben, a high-level leader in a multi-national firm, recently confessed that he felt like a bad father. That weekend he had messed up his Saturday daddy duties. When he took his son to soccer practice, Ben stayed for a while to support him. In the process, though, he forgot to take his daughter to her piano lesson. By the time they got to the piano teacher’s house, the next student was already playing. This extremely successful businessman felt like a failure. Keywords: Dr. Karen Otazo, Global Executive Coaching, Leadership Article Body: Ben, a high-level leader in a multi-national firm, recently confessed that he felt like a bad father. That weekend he had messed up his Saturday daddy duties. When he took his son to soccer practice, Ben stayed for a while to support him. In the process, though, he forgot to take his daughter to her piano lesson. By the time they got to the piano teacher’s house, the next student was already playing. This extremely successful businessman felt like a failure. At work, one of Ben’s greatest strengths is keeping his focus no matter what. As a strategic visionary, he keeps his eyes on the ongoing strategy, the high-profile projects and the high-level commitments of his group. Even on weekends Ben spends time on email, reading and writing so he can attend the many meetings in his busy work schedule. Since he is so good at multi-processing in his work environment, he assumed he could do that at home too. But when we talked, Ben was surprised to realize that he is missing a crucial skill: keeping people on his radar. Ben is great at holding tasks and strategies in the forefront of his mind, but he has trouble thinking of people and their priorities in the same way. To succeed at home, Ben needs to keep track of his family members’ needs in the same way he tracks key business commitments. He also needs to consider what’s on their radar screens. In my field of executive coaching, I keep every client on my radar screen by holding them in my thinking on a daily and weekly basis. That way, I can ask the right questions and remind them of what matters in their work lives. No matter what your field is, though, keeping people on your radar is essential. Consider Roger, who led a team of gung-ho sales people. His guys and gals loved working with him because his gut instincts were superb. He could look at most situations and immediately know how to make them work. His gut was great, almost a sixth sense. But when Sidney, one of his team of sales managers, wanted to move quickly to hire a new salesperson, Roger was busy. He was managing a new sales campaign and wrangling with marketing and headquarters bigwigs on how to position the company’s consumer products. Those projects were the only things on his radar screen. He didn’t realize that Sidney was counting on hiring someone fast. Roger reviewed the paperwork for the new hire. It was apparent to Roger that the prospective recruit didn’t have the right background for the role. He was too green in his experience with the senior people he’d be exposed to in the job. Roger saw that there would be political hassles down the road which would stymie someone without enough political savvy or experience with other parts of the organization. He wanted an insider or a seasoned outside hire with great political skills. To get the issue off his radar screen quickly, Roger told Human Resources to give the potential recruit a rejection letter. In his haste, he didn’t consult with Sidney first. It seemed obvious from the resume that this was the wrong person. Roger rushed off to deal with the top tasks on his radar screen. In the process, Sidney was hurt and became angry. Roger was taken by surprise since he thought he had done the right thing, but he could have seen this coming.

Big market ripe for disruption. You have identified a large mainstream consumer purchase and process that is inconvenient or unpleasant, and it is associated with a product that has long margins that will give you plenty of funding for both reducing prices and building a brand. 2.   Unfair advantage. You have conceived of a company position and customer acquisition strategy that will take the company from 0 to 60 because you have unique insight and ability to execute on that vision, or you have direct access to deep pockets of capital, technologies, influencers, or experts who can make your product a compelling and newsworthy breakthrough. 3.   Total experience. You have thought out the entire end-to-end consumer experience and can specifically identify how your company will radically improve over the current experience. You are capable of executing that experience from Day One. 4.   Digital savvy to scale. Your founding team has deep experience in harnessing the Internet for customer acquisition, and you have a clear sense of what digital strategy and channels you will prioritize.

You can't found a brand or business until after you lay your foundation first as it starts with your creative process that lays the foundation for your brand to be built on

A brand or business that skips the creative process has not been founded and is just a failed dream with a worthless title of being founded

Because the best person to be the team’s coach is the team’s manager. Being a good coach is essential to being a good manager and leader. Coaching is no longer a specialty; you cannot be a good manager without being a good coach. The path to success in a fast-moving, highly competitive, technology-driven business world is to form high-performing teams and give them the resources and freedom to do great things. And an essential component of high-performing teams is a leader who is both a savvy manager and a caring coach.

Although remote, the park can be busy during summer days. Savvy visitors know to camp out or at least arrange to be on-site at dusk:

With digital awareness, the CIO can transform from a technology manager to a business-savvy leader; from a hands-on technical manager to a strategic adviser; and from a support-center supervisor to a proactive change agent.

Today, every candidate is expected to be tech savvy, to have a strong social media presence and an unassailable “digital footprint,” and of course, to have the education and experience to do the job. These attributes are essential, but what employers value most are well-honed interpersonal skills.

America rarely prosecutes white-collar criminals. Even after the 2008 financial crisis, despite widespread illegal conduct that destroyed lives around the country, just one banker went to jail; in contrast, back in the 1980s, almost nine hundred bankers were jailed in the aftermath of the savings and loan scandal. Without much discussion, we have created a two-tier justice system. If you shoplift at the grocery store, you can be carted off to jail. But if you steal tens of millions of dollars from the tax authorities or fraudulently peddle dangerous drugs from a corporate suite, you’ll be hailed for your business savvy.

I don’t write for the love or writing. I write because I am a writer. I am also a super savvy business woman. I have one purpose. My purpose is to be wealthy. I am a luxury brand.

Our manifesting mission is a White Op, a term based on the military black op, or black operation, a clandestine plot usually involving highly trained government spies or mercenaries who infiltrate an adversary‘s position, behind enemy lines and unbeknownst to them. White Op, coined by my best friend Bunny, stands for what I see needing to happen on the planet: a group of well-intentioned, highly trained Bodhisattva warriors (appearing like ordinary folk), armed with the six paramitas and restrained by ethical vows, begin to infiltrate their relationships, social institutions, and industries across all sectors of society and culture. Ordinary Bodhisattvas infusing the world with sacred view and transforming one mind at a time from the inside out until a new paradigm based on wisdom and compassion has totally replaced materialism and nihilism. The White Op is in large part how I envision the work and intention of my colleagues and me at the Nalanda Institute for Contemplative Science; we aspire to fulfill it by offering a Buddhist-inspired contemplative psychotherapy training program, infused with the latest neuroscience, to therapists, health-care workers, educators, and savvy business leaders. (p. 225)

Digital organizations are information overlading and knowledge abundant; very few of them are truly running the digital-savvy and high-intellectual business.