Employee And Manager Quotes

you must get the right talent and set the proper expectations. If you don’t, you will pay for the job twice—through your employees’ time and your own.

It is a truth universally acknowledged that a sane employee in possession of his wits must be in want of a good manager.

Employee loyalty is cheaper than hiring new employees, training them, and motivating them.

A good management style will make the productivity of your employees go up which means your revenues and profits go up as well.

A good work culture and work environment is very crucial in helping your employees to put their best foot forward.

...my father, [was] a mid-level phonecompany manager who treated my mother at best like an incompetent employee. At worst? He never beat her, but his pure, inarticulate fury would fill the house for days, weeks, at a time, making the air humid, hard to breathe, my father stalking around with his lower jaw jutting out, giving him the look of a wounded, vengeful boxer, grinding his teeth so loud you could hear it across the room ... I'm sure he told himself: 'I never hit her'. I'm sure because of this technicality he never saw himself as an abuser. But he turned our family life into an endless road trip with bad directions and a rage-clenched driver, a vacation that never got a chance to be fun.

Every entrepreneur should spend time with all their employees, individually and collectively. It is the only way to understand what they want, what is in it for them, what they are hoping to achieve, and what they aspire to become.

There are only two ways to influence human behavior: you can manipulate it or you can inspire it. Very few people or companies can clearly articulate WHY they do WHAT they do. By WHY I mean your purpose, cause or belief - WHY does your company exist? WHY do you get out of bed every morning? And WHY should anyone care? People don’t buy WHAT you do, they buy WHY you do it. We are drawn to leaders and organizations that are good at communicating what they believe. Their ability to make us feel like we belong, to make us feel special, safe and not alone is part of what gives them the ability to inspire us. For values or guiding principles to be truly effective they have to be verbs. It’s not “integrity,” it’s “always do the right thing.” It’s not “innovation,” it’s “look at the problem from a different angle.” Articulating our values as verbs gives us a clear idea - we have a clear idea of how to act in any situation. Happy employees ensure happy customers. And happy customers ensure happy shareholders—in that order. Leading is not the same as being the leader. Being the leader means you hold the highest rank, either by earning it, good fortune or navigating internal politics. Leading, however, means that others willingly follow you—not because they have to, not because they are paid to, but because they want to. You don’t hire for skills, you hire for attitude. You can always teach skills. Great companies don’t hire skilled people and motivate them, they hire already motivated people and inspire them. People are either motivated or they are not. Unless you give motivated people something to believe in, something bigger than their job to work toward, they will motivate themselves to find a new job and you’ll be stuck with whoever’s left. Trust is maintained when values and beliefs are actively managed. If companies do not actively work to keep clarity, discipline and consistency in balance, then trust starts to break down. All organizations start with WHY, but only the great ones keep their WHY clear year after year.

We are slaves in the sense that we depend for our daily survival upon an expand-or-expire agro-industrial empire—a crackpot machine—that the specialists cannot comprehend and the managers cannot manage. Which is, furthermore, devouring world resources at an exponential rate. We are, most of us, dependent employees. …Edward Abbey (1927-1989)

The job facing production managers focuses on how to help their team maintain hope while also addressing the sometimes brutal or dismal facts of their situation. If the truth of their position remains unseen, they will never grow the skills necessary to resolve it.

there are only two ways for a manager to improve the output of an employee: motivation and training.

People don't change that much. Instead of trying to put in what God left out, try drawing out what God left in!

Achieve employee change adoption through: Awareness, Understanding, Involvement, Learning and Motivation

If you do not change employee behaviour, you will not get organisational change and performance improvement"​

I used to think that if you cared for other people, you need to study sociology or something like it. But….I [have] concluded, if you want to help other people, be a manager. If done well, management is among the most noble of professions. You are in a position where you have eight or ten hours every day from every person who works for you. You have the opportunity to frame each person’s work so that, at the end of every day, your employees will go home feeling like Diana felt on her good day: living a life filled with motivators.

When you give an assignment, don’t take it back!

In some cases, you can tell how somebody is being treated by their own boss from the way they are treating someone to whom they are a boss.

If climate drives business results, what drives climate? 50-70% of how employees perceive their organization’s climate corresponds to the actions of one person: their manager.

A typical response when starting a change journey and engaging organisational leaders, it is not us, it is the employees below me that have the problem with change and improvement

If it is difficult to change the behaviour of people so they are healthier and live longer, how difficult will it be to change employee workplace behaviour

Working harder to achieve results usually results in frustration and failure. The focus of work is the activities that generate results, not the results themselves.

Talent is indispensable, although it is 'always' replaceable. Just remember the simple rules concerning talent: Identify It, Hire It, Nurture It, Reward It, Protect It. And when the time comes, Fire It.

Managing activities, not results, requires a comprehensive application of the skills inherent in gained ownership. It is the true test of your management abilities and will cause you the greatest amount of personal growth and satisfaction.

The talented employee may join a company because of its charismatic leaders, its generous benefits, and its world-class training programs, but how long that employee stays and how productive he is while he is there is determined by his relationship with his immediate supervisor.

There are 3 groups of employees in any change journey: ‘Advocates’, ‘Observers’ and ‘Rebels’. Each reacts differently to organisational change and will have different levels of resistance

It’s loneliness. Even though I’m surrounded by loved ones who care about me and want only the best, it’s possible they try to help only because they feel the same thing—loneliness—and why, in a gesture of solidarity, you’ll find the phrase “I am useful, even if alone” carved in stone. Though the brain says all is well, the soul is lost, confused, doesn’t know why life is being unfair to it. But we still wake up in the morning and take care of our children, our husband, our lover, our boss, our employees, our students, those dozens of people who make an ordinary day come to life. And we often have a smile on our face and a word of encouragement, because no one can explain their loneliness to others, especially when we are always in good company. But this loneliness exists and eats away at the best parts of us because we must use all our energy to appear happy, even though we will never be able to deceive ourselves. But we insist, every morning, on showing only the rose that blooms, and keep the thorny stem that hurts us and makes us bleed hidden within. Even knowing that everyone, at some point, has felt completely and utterly alone, it is humiliating to say, “I’m lonely, I need company. I need to kill this monster that everyone thinks is as imaginary as a fairy-tale dragon, but isn’t.” But it isn’t. I wait for a pure and virtuous knight, in all his glory, to come defeat it and push it into the abyss for good, but that knight never comes. Yet we cannot lose hope. We start doing things we don’t usually do, daring to go beyond what is fair and necessary. The thorns inside us will grow larger and more overwhelming, yet we cannot give up halfway. Everyone is looking to see the final outcome, as though life were a huge game of chess. We pretend it doesn’t matter whether we win or lose, the important thing is to compete. We root for our true feelings to stay opaque and hidden, but then … … instead of looking for companionship, we isolate ourselves even more in order to lick our wounds in silence. Or we go out for dinner or lunch with people who have nothing to do with our lives and spend the whole time talking about things that are of no importance. We even manage to distract ourselves for a while with drink and celebration, but the dragon lives on until the people who are close to us see that something is wrong and begin to blame themselves for not making us happy. They ask what the problem is. We say that everything is fine, but it’s not … Everything is awful. Please, leave me alone, because I have no more tears to cry or heart left to suffer. All I have is insomnia, emptiness, and apathy, and, if you just ask yourselves, you’re feeling the same thing. But they insist that this is just a rough patch or depression because they are afraid to use the real and damning word: loneliness. Meanwhile, we continue to relentlessly pursue the only thing that would make us happy: the knight in shining armor who will slay the dragon, pick the rose, and clip the thorns. Many claim that life is unfair. Others are happy because they believe that this is exactly what we deserve: loneliness, unhappiness. Because we have everything and they don’t. But one day those who are blind begin to see. Those who are sad are comforted. Those who suffer are saved. The knight arrives to rescue us, and life is vindicated once again. Still, you have to lie and cheat, because this time the circumstances are different. Who hasn’t felt the urge to drop everything and go in search of their dream? A dream is always risky, for there is a price to pay. That price is death by stoning in some countries, and in others it could be social ostracism or indifference. But there is always a price to pay. You keep lying and people pretend they still believe, but secretly they are jealous, make comments behind your back, say you’re the very worst, most threatening thing there is. You are not an adulterous man, tolerated and often even admired, but an adulterous woman, one who is ...

Continuing to confuse career development with attaining specific positions will only limit the growth that both employees and organizations need.

A good manager is more eager to compliment peoples strengths than they are to criticize their weaknesses.

It’s not the people you fire who make your life miserable. It’s the people you don’t.

When climbing and moving are positioned as the only way to really develop, the message that employees get is “step up or stagnate.

Talented people are going to develop careers somewhere. How can you make sure it’s with you and your organization?

Fundamental to helping your employees grow is having the belief that people are smart, capable, and insightful.

Passion without action is of little value.

The work becomes the development. The development becomes the work.

Development accelerates in the presence of difficulties that stretch people beyond where they are today.

Children imitate their parents, employees their managers.

The value of a business is a function of how well the financial capital and the intellectual capital are managed by the human capital. You'd better get the human capital part right.

Anger, surprisingly, often follows social hierarchies. Many people easily express anger toward those who are less powerful—a waiter, a child, a junior employee—but suppress it when mistreated by someone more powerful, such as a boss, police officer, or a government body.

Don't be that employee that complains all the time! Instead, be that employee that sees opportunities within the business and weeks to collaborate with colleagues and management to make the business better.

I think maybe, when I was very young, I witnessed a chaste cheek kiss between the two when it was impossible to avoid. Christmas, birthdays. Dry lips. On their best married days, their communications were entirely transactional: 'We're out of milk again.' (I'll get some today.) 'I need this ironed properly.' (I'll do that today.) 'How hard is it to buy milk?' (Silence.) 'You forgot to call the plumber.' (Sigh.) 'Goddammit, put on your coat, right now, and go out and get some goddamn milk. Now.' These messages and orders brought to you by my father, a mid-level phonecompany manager who treated my mother at best like an incompetent employee.

It doesn’t matter which continent I am working in; I typically encounter three-employee change standpoints: Advocates, Observers and Rebels. However, to successfully implement organisational change management, we must engage, communicate and entice these three employee groups to get buy-in, change adoption and benefits realisation

One cannot measure a manager’s knowledge and performance in a vacuum. It involves their participation in business activities while bringing all of themselves to the process of development, including their spiritual, personal, and skill & ability development.

All the managers I interviewed had the same sense of identity and self-assurance. None of them were arrogant. Instead, they were clear about who they were and what needed accomplishing. They used that sense of self to engage their team and learn each team member’s strengths and contributions. Their courage and confidence were infectious to their team and to anyone who crossed their paths.

People at McDonald’s get trained for their positions, but people with far more complicated jobs don’t. It makes no sense. Would you want to stand on the line of the untrained person at McDonald’s? Would you want to use the software written by the engineer who was never told how the rest of the code worked? A lot of companies think their employees are so smart that they require no training. That’s silly. When I first became a manager,

In the first study, Grant and his colleagues analyzed data from one of the five biggest pizza chains in the United States. They discovered that the weekly profits of the stores managed by extroverts were 16 percent higher than the profits of those led by introverts—but only when the employees were passive types who tended to do their job without exercising initiative. Introverted leaders had the exact opposite results. When they worked with employees who actively tried to improve work procedures, their stores outperformed those led by extroverts by more than 14 percent.

The code-of-ethics playlist: o Treat your colleagues, family, and friends with respect, dignity, fairness, and courtesy. o Pride yourself in the diversity of your experience and know that you have a lot to offer. o Commit to creating and supporting a world that is free of discrimination, harassment, and retaliation. o Have balance in your life and help others to do the same. o Invest in yourself, achieve ongoing enhancement of your skills, and continually upgrade your abilities. o Be approachable, listen carefully, and look people directly in the eyes when speaking. o Be involved, know what is expected from you, and let others know what is expected from them. o Recognize and acknowledge achievement. o Celebrate, relive, and communicate your successes on an ongoing basis.

If you have a team of five stunning employees and two adequate ones, the adequate ones will sap managers’ energy, so they have less time for the top performers, reduce the quality of group discussions, lowering the team’s overall IQ, force others to develop ways to work around them, reducing efficiency, drive staff who seek excellence to quit, and show the team you accept mediocrity, thus multiplying the problem.

Investors are people with more money than time. Employees are people with more time than money. Entrepreneurs are simply the seductive go-betweens. Startups are business experiments performed with other people’s money. Marketing is like sex: only losers pay for it.” “Company culture is what goes without saying. There are no real rules, only laws. Success forgives all sins. People who leak to you, leak about you. Meritocracy is the propaganda we use to bless the charade. Greed and vanity are the twin engines of bourgeois society. Most managers are incompetent and maintain their jobs via inertia and politics. Lawsuits are merely expensive feints in a well-scripted conflict narrative between corporate entities. Capitalism is an amoral farce in which every player—investor, employee, entrepreneur, consumer—is complicit.

If you’re a manager, remember that one third to one half of your workforce is probably introverted, whether they appear that way or not. Think twice about how you design your organization’s office space. Don’t expect introverts to get jazzed up about open office plans or, for that matter, lunchtime birthday parties or team-building retreats. Make the most of introverts’ strengths—these are the people who can help you think deeply, strategize, solve complex problems, and spot canaries in your coal mine. Also, remember the dangers of the New Groupthink. If it’s creativity you’re after, ask your employees to solve problems alone before sharing their ideas. If you want the wisdom of the crowd, gather it electronically, or in writing, and make sure people can’t see each other’s ideas until everyone’s had a chance to contribute. Face-to-face contact is important because it builds trust, but group dynamics contain unavoidable impediments to creative thinking. Arrange for people to interact one-on-one and in small, casual groups. Don’t mistake assertiveness or eloquence for good ideas. If you have a proactive work force (and I hope you do), remember that they may perform better under an introverted leader than under an extroverted or charismatic one.

Does that mean that we should never hire or promote an inexperienced manager who had not already learned to do what needs to be done in this assignment? The answer: it depends. In a start-up company where there are no processes in place to get things done, then everything that is done must be done by individual people–resources. In this circumstance, it would be risky to draft someone with no experience to do the job–because in the absence of processes that can guide people, experienced people need to lead. But in established companies where much of the guidance to employees is provided by processes, and is less dependent upon managers with detailed, hands-on experience, then it makes sense to hire or promote someone who needs to learn from experience.

For all the talk about the need to be a likable "team player," many people work in a fairly cutthroat environment that would seem to be especially challenging to those who possess the recommended traits. Cheerfulness, upbeatness, and compliance: these are the qualities of subordinates -- of servants rather than masters, women (traditionally, anyway) rather than men. After advising his readers to overcome the bitterness and negativity engendered by frequent job loss and to achieve a perpetually sunny outlook, management guru Harvey Mackay notes cryptically that "the nicest, most loyal, and most submissive employees are often the easiest people to fire." Given the turmoil in the corporate world, the prescriptions of niceness ring of lambs-to-the-slaughter.

The travails of being an employee include not only uncertainty about the duration of one's employment, but also the humiliation of many working practices and dynamics. With most businesses shaped like pyramids, in which a wide base of employees gives way to a narrow tip of managers, the question of who will be rewarded - and who left behind - typically develops into one of the most oppressive of the workplace, and one which, like all anxieties, feeds off uncertainty. Because achievement in most fields is difficult to monitor reliably, the path to promotion or its oppositie can acquire an apparently haphazard connection to results. The succesful alpinist of organizational pyramids may not be the best at their jobs, but those who have best mastered a range of dark political arts in which civilized life does not usually offer instruction.

Of the twelve, the most powerful questions (to employees, guaging their satisfaction with their employers) are those witha combination of the strongest links to the most business outcomes (to include profitability). Armed with this perspective, we now know that the following six ar ethe most powerful questions: 1) Do I know what is expected of me at work? 2) Do I have the materials and equipment I need to do my work right? 3) Do I have the opportunity to do what I do best every day? 4) In the last seven days, have I received recognition or praise for good work? 5) Does my supervisor, or someone at work, seem to care about me as a person? 6) Is there someone at work who encourages my development? As a manager, if you want to know what you should do to build a strong and productive workplace, securing 5s to these six questions would be an excellent place to start.

Hopefully not another employee stealing credit cards, Brooke mused. Or any sort of headache-inducing “oops moment,” like the time one of the restaurant managers called to ask if he could fire a line cook after discovering that the man was a convicted murderer. “Jeez. How’d you learn that?” Brooke had asked. “He made a joke to one of the waiters about honing his cooking skills in prison. The waiter asked what he’d been serving time for, and he said, ‘Murder.’” “I bet that put an end to the conversation real fast. And yes, you can fire him,” Brooke had said. “Obviously, he lied on his employment application.” All of Sterling’s employees, regardless of job position, were required to answer whether they’d ever been convicted of a crime involving “violence, deceit, or theft.” Pretty safe to say that murder qualified. Ten minutes later, the manager had called her back. “Um . . . what if he didn’t exactly lie? I just double-checked his application, and as it turns out, he did check the box for having been convicted of a crime.” Brooke had paused at that. “And then the next question, where we ask what crime he’d been convicted for, what did he write?” “Uh . . . ‘second-degree murder.’” “I see. Just a crazy suggestion here, Cory, but you might want to start reading these applications a little more closely before making employment offers.” “Please don’t fire me.

Some individuals have what can be considered to be an ‘abusive personality.’ Although they can be somewhat charming at times and sometimes manage to put on a false front in public when it is absolutely necessary, their basic personality is characterized by: 1. A need to dominate and control others 2. A tendency to blame others for all their problems and to take all their frustrations out on other people. 3. Verbal abuse 4. Frequent emotional and sometimes physical outbursts, and 5. An overwhelming need to retaliate and hurt other for real and imagined slights or affronts They insist on being ‘respected’ while giving no respect to others. Their needs are paramount, and they show a blatant disregard for the needs and feelings of others. These people wreak havoc with the lives of nearly every person they come in contact with. They verbally abuse their coworkers or employees, they are insulting and obnoxious to service people, they constantly blame others when something goes wrong. When this type of person becomes intimately involved with a partner, there is absolutely nothing that partner can do to prevent abuse from occurring. Their only hope is to get as far away from the person as possible.

I’m not gettin’ off, not goin’ away, not playin’ anymore games or wastin’ anymore fuckin’ time. I don’t believe in fate or destiny or any of that bullshit. What I know is that, as far as I can tell, there isn’t another woman I’ve met who fits my life. Who doesn’t care if I get home late after she’s made a special dinner. Who doesn’t have a hemorrhage when I talk about one of my men gettin’ shot, goin’ off about how she feels about my work. You got up and made everyone coffee, for fuck’s sake. You’re a woman who tells me to be careful when I tell her I’m out hunting humans instead of bitchin’ and wantin’ to process how my career choice makes her feel. If an employee walked into their kitchen with a gun and shot at their neighbor, most people would lose their fucking minds. You spent the morning makin’ brownies and the afternoon sleepin’ in the sun. You live hard, play hard and don’t seem to be scared of anything, but manage to keep a softness about you that’s almost unreal. You wanted me to tell you why I’m sure about you, that’s why I’m sure. You grew up and your only parent was a cop. You know the drill. I don’t have any interest in trainin’ someone to get it and I need someone strong enough to live with it. That’s you.

There can be no question that Musk has mastered the art of getting the most out of his employees. Interview three dozen SpaceX engineers and each one of them will have picked up on a managerial nuance that Musk has used to get people to meet his deadlines. One example from Brogan: Where a typical manager may set the deadline for the employee, Musk guides his engineers into taking ownership of their own delivery dates. “He doesn’t say, ‘You have to do this by Friday at two P.M.,’” Brogan said. “He says, ‘I need the impossible done by Friday at two P.M. Can you do it?’ Then, when you say yes, you are not working hard because he told you to. You’re working hard for yourself. It’s a distinction you can feel. You have signed up to do your own work.” And by recruiting hundreds of bright, self-motivated people, SpaceX has maximized the power of the individual. One person putting in a sixteen-hour day ends up being much more effective than two people working eight-hour days together. The individual doesn’t have to hold meetings, reach a consensus, or bring other people up to speed on a project. He just keeps working and working and working. The ideal SpaceX employee is someone like Steve Davis, the director of advanced projects at SpaceX. “He’s been working sixteen hours a day every day for years,” Brogan said. “He gets more done than eleven people working together.

Those on the far right I came to know felt two things. First, they felt the deep story was true. Second, they felt that liberals were saying it was not true, and that they themselves were not feeling the right feelings. Blacks and women who were beneficiaries of affirmative action, immigrants, refugees, and public employees were not really stealing their place in line, liberals said. So don't feel resentful. Obama's help to these groups was not really a betrayal, liberals said. The success of those who cut ahead was not really at the expense of white men and their wives. In other words, the far right felt that the deep story was their real story and that there was a false PC cover-up of that story. They felt scorned. "People think we're not good people if we don't fee sorry for blacks and immigrants and Syrian refugees," one man told me. "But I am a good person and I don't feel sorry for them." With the cover-up, as my new friends explained to me, came the need to manage the appearance of their real feelings and even, to some extent, the feelings themselves. They didn't have to do this with friends, neighbors, and family. But they realized that the rest of America did not agree. ("I know liberals want us to feel sorry for blacks. I know they think they are so idealistic and we aren't," one woman told me.) My friends on the right felt obliged to try to modify their feelings, and they didn't like having to do that; they felt under the watchful eye of the "PC police." In the realm of emotions, the right felt like they were being treated as the criminals, and the liberals had the guns.

TO MY MIND, THOUGH, there is a third development that has altered our parenting experience above all others, and that is the wholesale transformation of the child’s role, both in the home and in society. Since the end of World War II, childhood has been completely redefined. Today, we work hard to shield children from life’s hardships. But throughout most of our country’s history, we did not. Rather, kids worked. In the earliest days of our nation, they cared for their siblings or spent time in the fields; as the country industrialized, they worked in mines and textile mills, in factories and canneries, in street trades. Over time, reformers managed to outlaw child labor practices. Yet change was slow. It wasn’t until our soldiers returned from World War II that childhood, as we now know it, began. The family economy was no longer built on a system of reciprocity, with parents sheltering and feeding their children, and children, in return, kicking something back into the family till. The relationship became asymmetrical. Children stopped working, and parents worked twice as hard. Children went from being our employees to our bosses. The way most historians describe this transformation is to say that the child went from “useful” to “protected.” But the sociologist Viviana Zelizer came up with a far more pungent phrase. She characterized the modern child as “economically worthless but emotionally priceless.” Today parents pour more capital—both emotional and literal—into their children than ever before, and they’re spending longer, more concentrated hours with their children than they did when the workday ended at five o’clock and the majority of women still stayed home. Yet parents don’t know what it is they’re supposed to do, precisely, in their new jobs. “Parenting” may have become its own activity (its own profession, so to speak), but its goals are far from clear.

The R6 Resilience Change Management Framework is a cyclical framework that consists of six iterative puzzle pieces: 1. Review the Macro/Micro Changes: This iteration emphasizes the importance of scanning (mostly) the external environment to identify emerging trends, disruptions, and opportunities. By understanding the broader context in which the organization operates, leaders can anticipate future challenges and proactively adapt their strategies. There should never be a time in the organizations existence where it stops reviewing the macro changes. There are times, though, when micro changes (internal) are where the focus needs to be. 2. Reassess the Business’ Capabilities in the Context of Macro Changes: This iteration is fundamentally about “who are we, and how can we really add value?” It also involves a critical evaluation of the organization's strengths, weaknesses, opportunities, and threats in light of the identified macro changes. This reassessment helps to identify areas where the organization needs to adapt or transform its capabilities to remain competitive. This iteration is largely inward-looking, focused on the organization. But it tempered with the idea that “how do our capabilities allow us to add value to our customers lives (existing or new).” 3. Redefine Target Market(s) Based on Reassessment of Capabilities: This iteration focuses on aligning the organization's target markets with the evolving needs and preferences of customers, the changing competitive landscape, and the new reality of the businesses capabilities. This may involve identifying new customer segments, developing personalized offerings, creating seamless omnichannel experiences, or approaching the same target market in new ways (offering them new kinds of value, or the same kind of value in new ways). 4. Redirect Capabilities Toward Redefined Target Market: This iteration involves realigning the organization's resources, processes, and strategies to effectively serve the redefined target markets. This may require investments in new technologies, optimization of supply chains, or the development of innovative products and services. 5. Restructure the Organization: This iteration focuses on adapting the organization's structure, culture, and talent to support the desired changes. This may involve creating agile teams, fostering a culture of innovation, or empowering employees to make decisions through new policies. 6. Repeat in Perpetuity – or – Render Paradigm Shift [R6-RPS]: This iteration underscores the importance of continuous monitoring, evaluation, and adaptation. The R6 framework is not a one-time process in response to a change event, but an iterative cycle that enables organizations to remain agile and resilient in the face of ongoing change. Additionally, there are times when before repeating the cycle, a business may want/need to render an external paradigm shift by introducing a product or service or way of doing things that fundamentally changes the market – fundamentally changes the value exchange between customers, employees and organizations.