Flexibility In Business Quotes

Firestarters are flexible. They recognize situational needs and are able to flow into the accessible role identity most relevant to overcome emergent challenges.

You need to have firm determination but a flexible mind if you want to grow.

What is needed now is for leaders to become more open, more flexible, less egoistic and less hypocritical. We must loosen our death grip on whatever we believe to be the truth simply because it is how we want the truth to look. We must be honest with ourselves and invite honesty from others.

I have discovered there are only a handful of good ideas in the whole world. You already know them. You have heard them your entire life. Here are some of the main keys to being more successful: Take personal responsibility. Things change, so be flexible. Work smart and work hard. Serve others well. Be nice to others. Be optimistic. Have goals; want something big for yourself. Stay focused. Keep learning. Become excellent at what you do. Trust your gut. When in doubt, take action. Earn all you can. Save all you can. Give all you can. Enjoy all you've got. Above all keep it simple.

It's important for business processes to be adaptable and flexible.

Pricing power is important in business. You want your business to have the flexibility to raise prices as needed, especially with regard to inflation.

In terms of business resilience, it's important to have the ability to repurpose inputs and redirect outputs. It's important to have a good amount of flexibility designed into the businesses operating systems. When a business can answer the if this then that question over and over again with different fill in the blanks, it's got resilience.

Options are often an overlooked form of value—flexibility is one of the Three Universal Currencies (discussed later). Find a way to give people more flexibility, and you may discover a viable business model.

In stark contrast, China’s startup culture is the yin to Silicon Valley’s yang: instead of being mission-driven, Chinese companies are first and foremost market-driven. Their ultimate goal is to make money, and they’re willing to create any product, adopt any model, or go into any business that will accomplish that objective. That mentality leads to incredible flexibility in business models and execution, a perfect distillation of the “lean startup” model often praised in Silicon Valley. It doesn’t matter where an idea came from or who came up with it. All that matters is whether you can execute it to make a financial profit. The core motivation for China’s market-driven entrepreneurs is not fame, glory, or changing the world. Those things are all nice side benefits, but the grand prize is getting rich, and it doesn’t matter how you get there.

In the business of scholarship, evidence is far more flexible than opinion. The prevailing view of the past is controlled not by evidence but by opinion.

life can be organized like a business plan. First you take an inventory of your gifts and passions. Then you set goals and come up with some metrics to organize your progress toward those goals. Then you map out a strategy to achieve your purpose, which will help you distinguish those things that move you toward your goals from those things that seem urgent but are really just distractions. If you define a realistic purpose early on and execute your strategy flexibly, you will wind up leading a purposeful life. You will have achieved self-determination, of the sort captured in the oft-quoted lines from William Ernest Henley’s poem “Invictus”: “I am the master of my fate / I am the captain of my soul.

Organizational restructuring is something that should take place within a company fairly regularly. With our modern day economy being as dynamic as it is, and with change being as prevalent as it is, companies need to be adaptive and flexible - and that requires regular restructuring.

Flexibility is a learned mental skill. In today’s dynamic world, your effectiveness as a professional depends on your readiness to adjust quickly to the moments of need or opportunity, adversity, and change.

First Globals are ready to go anywhere, experience everything, and work and live in exotic places, and for them, family life takes priority over work life and a flexible, diverse, collaborative, fun learning environment is key.

If you aim to be the best then it's essential to evolve constantly, learn from past mistakes, look for new opportunities and have the flexibility to implement improved processes and solutions along the way.

Don’t expect perfection and things to go the way you want them to when it comes to people, business, your prospects, and your social life. When things don’t go according to your desires, when the weather of life is foul, be creative and consider what may be the higher reasons why this is happening and why you must adjust. Perhaps it’s to gain forbearance, patience, inner strength, flexibility, or the ability to withhold criticism while serving as a loving model.

She downed the last of her beer, knowing that her wayward thoughts were Drunk Allison coming out to play. She wasn’t even drunk proper yet, just tipsy, but Drunk Allison was flexible like that.

Putting work in for your business is good. Your business needs you to put that work in. But don't exhaust yourself because if you drain yourself to the point of exhaustion then you become a liability to your business.

Economic Values that people typically consider when evaluating a potential purchase. They are: 1. Efficacy—How well does it work? 2. Speed—How quickly does it work? 3. Reliability—Can I depend on it to do what I want? 4. Ease of Use—How much effort does it require? 5. Flexibility—How many things does it do? 6. Status—How does this affect the way others perceive me? 7. Aesthetic Appeal—How attractive or otherwise aesthetically pleasing is it? 8. Emotion—How does it make me feel? 9. Cost—How much do I have to give up to get this?

flexibility cannot be the solution to work-life issues as long as it is stigmatized. The question that young people should be asking their employers is not what kinds of family-friendly policies a particular firm has. Instead, they should ask, “How many employees take advantage of these policies? How many men? And how many women and men who have worked flexibly have advanced to top positions in the firm?

To a Poet" Let verse of yours be flexible, but strong, Strong as a poplar under valley's cover, Strong as the earth under a plough, long, Strong as a girl, who never knew a lover. Reliably preserve severity at length, Your verse need not be fluttering or booming, Although the Muse has very easy steps, She's not a dancer, but a goddess, ruling. Frolicsome din of interrupted rhymes -- Temptation for decline, so free and so easy -- Just leave for use by jokers in a dance On city streets for people who aren't busy. And going out on the sacred paths, Bring to melodiousness your chosen damnation. You know, she's a mistress of the mass, She craves embraces, as a dearth -- donations.

It was the flexibility, the originality, and the independence of thought—combined, of course, with our vast resources—that made American business grow so rapidly. If the seeds of growth are made sterile, if men become passive followers instead of developing qualities of leadership—and courage—we may find someday that our way of life has been superseded.

an adversarial mindset not only prevents us from understanding and responding to the other party, but also makes us feel like we've lost when we don't get our way

Design thinking is about cognitive flexibility, the ability to adapt the process to the challenges.

You can’t just base your method of communication on your own preferences. Flexibility and the ability to interpret other people’s needs is what characterizes a good communicator.

•Communicating: low-context vs. high-context •Evaluating: direct negative feedback vs. indirect negative feedback •Persuading: principles-first vs. applications-first •Leading: egalitarian vs. hierarchical •Deciding: consensual vs. top-down •Trusting: task-based vs. relationship-based •Disagreeing: confrontational vs. avoids confrontation •Scheduling: linear-time vs. flexible-time

You are willing to work hard, but you want something with flexible hours. You have a baby on the way. Also, you’re sick of bosses. You want to be your own boss, but you don’t have much money to start a business.

1. Efficacy—How well does it work? 2. Speed—How quickly does it work? 3. Reliability—Can I depend on it to do what I want? 4. Ease of Use—How much effort does it require? 5. Flexibility—How many things does it do? 6. Status—How does this affect the way others perceive me? 7. Aesthetic Appeal—How attractive or otherwise aesthetically pleasing is it? 8. Emotion—How does it make me feel? 9. Cost—How much do I have to give up to get this?

The main problem with Sentinel, Fulgham believed, was that the bureau—like many big organizations—had tried to plan everything in advance. But creating great software requires flexibility. Problems pop up unexpectedly and breakthroughs are unpredictable.

High-quality and affordable childcare and eldercare • Paid family and medical leave for women and men • A right to request part-time or flexible work • Investment in early education comparable to our investment in elementary and secondary education • Comprehensive job protection for pregnant workers • Higher wages and training for paid caregivers • Community support structures to allow elders to live at home longer • Legal protections against discrimination for part-time workers and flexible workers • Better enforcement of existing laws against age discrimination • Financial and social support for single parents • Reform of elementary and secondary school schedules to meet the needs of a digital rather than an agricultural economy and to take advantage of what we now know about how children learn

Institutional changes, instead of following the path of a guided arrow, head in different and often conflicting directions: a profitable operating unit is suddenly sold, for example, yet a few years later the parent company tries to get back into the business in which it knew how to make money before it sought to reinvent itself. Such twists have prompted the sociologists Scott Lash and John Urry to speak more largely of flexibility as “the end of organized capitalism.

Our internal boundaries define and contain the unique personal characteristics of our thoughts, feelings, opinions, behaviors, beliefs, and spirituality. Boundaries help us recognize, honor, and respect our individual wants, needs, and desires. They help us define our separateness and give us safety in our intimate communications with others. If someone verbally attacks us, we maintain our internal boundary and practice self-containment by moderately expressing our thoughts and feelings about their behavior using “I” statements. Or, we may choose not to respond and silently remind ourselves that how another person acts is about that person, not about us. If someone confronts us about our behavior, we use our internal boundary to listen to what they say. We do not internalize what is said before deciding if any of it rings true for us. If we have wronged the other person, we make amends. In either situation our self-worth is not diminished because we have maintained our internal boundaries. 110:2 We use internal boundaries in various ways. An example is deciding how much personal information, such as personal history or financial information, to share with others. Conversely, we refrain from delving into others’ personal business. We might really want to ask a question or say something to someone, yet we do not because we know that person’s private life is none of our business. 111:1 When we have healthy internal boundary systems, we recognize that each individual is responsible for his or her emotional, mental, and spiritual boundaries. We allow ourselves and others to have their own thoughts, feelings, opinions, behaviors, beliefs, and spirituality. With functional boundaries we are able to meet our needs without infringing on others’ abilities to meet their needs. Our internal boundaries can be flexible and we decide what is safe and comfortable for ourselves.

But Welch's approach benefited GE because it made each unit accountable and did away with inefficiencies. The business rules across the company were: be number one or two in a market or get out, and generate high returns on investments. If a business unit failed in either of these areas, it was sold. Welch's method ensured that each unit was being run profitably, while allowing unit heads significant flexibility and independence. The plan worked. GE's market value skyrocketed. Valued at $12 billion in 1981, it was valued at $375 billion twenty-five years later.

Each of the eight scales represents one key area that managers must be aware of, showing how cultures vary along a spectrum from one extreme to its opposite. The eight scales are:        •  Communicating: low-context vs. high-context        •  Evaluating: direct negative feedback vs. indirect negative feedback        •  Persuading: principles-first vs. applications-first        •  Leading: egalitarian vs. hierarchical        •  Deciding: consensual vs. top-down        •  Trusting: task-based vs. relationship-based        •  Disagreeing: confrontational vs. avoids confrontation        •  Scheduling: linear-time vs. flexible-time

In Emily's nature, the extremes of vigour and simplicity seemed to meet. Under an unsophisticated culture, inartificial tastes, and an unpretending outside, lay a secret power and fire that might have informed the brain and kindled the veins of a hero. But she had no worldly wisdom. Her powers were un- adapted to the practical business of life. She would fail to defend her most manifest rights, to consult her most legitimate advantage. An interpreter ought always to have stood between her and the world. Her will was not very flexible, and it generally opposed her interest. Her temper was magnanimous, but warm and sudden ; her spirit altogether unbending.

There's a clear link between this cultural pattern and Germany's place in history as one of the first countries in the world to become heavily industrialized. Imagine being a factory worker in the German automative industry. If you arrive at work four minutes late, the machine for which you are responsible gets started late, which exacts a real, measurable financial cost. To this day, the perception of time in Germany is partially rooted in the early impact of the industrial revolution, where factory work required the labor force to be on hand and in place at a precisely appointed moment. In other societies -particularly in developing world- life centers around the fact of constant change. As political systems shift and financial systems alter, as traffic surges and wanes, as monsoons or water shortages raise unforeseeable challenges, the successful managers are those who have developed the ability to ride out the changes with ease and flexibility.

When applying agile practices at the portfolio level, similar benefits accrue: • Demonstrable results—Every quarter or so products, or at least deployable pieces of products, are developed, implemented, tested, and accepted. Short projects deliver chunks of functionality incrementally. • Customer feedback—Each quarter product managers review results and provide feedback, and executives can view progress in terms of working products. • Better portfolio planning—Portfolio planning is more realistic because it is based on deployed whole or partial products. • Flexibility—Portfolios can be steered toward changing business goals and higher-value projects because changes are easy to incorporate at the end of each quarter. Because projects produce working products, partial value is captured rather than being lost completely as usually happens with serial projects that are terminated early. • Productivity—There is a hidden productivity improvement with agile methods from the work not done. Through constant negotiation, small projects are both eliminated and pared down.

ALL POST-COMMUNIST SOCIETIES ARE uprooted ones because Communism uprooted traditions, so nothing fits with anything else,” explained the philosopher Patapievici. Fifteen years earlier, when I had last met him, he had cautioned: “The task for Romania is to acquire a public style based on impersonal rules, otherwise business and politics will be full of intrigue, and I am afraid that our Eastern Orthodox tradition is not helpful in this regard. Romania, Bulgaria, Serbia, Macedonia, Russia, Greece—all the Orthodox nations of Europe—are characterized by weak institutions. That is because Orthodoxy is flexible and contemplative, based more on the oral traditions of peasants than on texts. So there is this pattern of rumor, lack of information, and conspiracy….”11 Thus, in 1998, did Patapievici define Romanian politics as they were still being practiced a decade and a half later. Though in 2013, he added: “No one speaks of guilt over the past. The Church has made no progress despite the enormous chance of being separated from the state for almost a quarter century. The identification of religious faith with an ethnic-national group, I find, is a moral heresy.” Dressed now in generic business casual and wearing fashionable glasses, Patapievici appeared as a figure wholly of the West—more accurately of the global elite—someone you might meet at a fancy

In this world, a subordinate owes fealty principally to his immediate boss. This means that a subordinate must not overcommit his boss, lest his boss “get on the hook” for promises that cannot be kept. He must keep his boss from making mistakes, particularly public ones; he must keep his boss informed, lest his boss get “blindsided.” If one has a mistake-prone boss, there is, of course, always the temptation to let him make a fool of himself, but the wise subordinate knows that this carries two dangers—he himself may get done in by his boss’s errors, and, perhaps more important, other managers will view with the gravest sus- picion a subordinate who withholds crucial information from his boss even if they think the boss is a nincompoop. A subordinate must also not circumvent his boss nor ever give the appearance of doing so. He must never contradict his boss’s judgment in public. To violate the last admonition is thought to constitute a kind of death wish in business, and one who does so should practice what one executive calls “flexibility drills,” an exercise “where you put your head between your legs and kiss your ass good-bye.” The subordinate must extend to the boss a certain ritual deference. For instance, he must follow the boss’s lead in conversation, must not speak out of turn at meetings, must laugh at his boss’s jokes while not making jokes of his own that upstage his boss, must not rib the boss for his foibles. The shrewd subordinate learns to efface himself, so that his boss’s face might shine more clearly.

Spot Rumination Triggered by Emails Email is a common trigger for rumination. Text messages, Facebook comments, and tweets can be too. All the nonverbal cues, and many of the context cues, are stripped out of this type of communication. The asynchronized nature of email often adds to the issue. For example, does a slow reply to an email mean the person is disinterested? Or might it mean something else? Is the person busy? A habitual slow replier? Waiting on some information before coming back to you with a reply? Still thinking about what you’ve said? Is the person disorganized and got distracted? Not checking messages? Did your message go to spam? If you get caught in email-induced rumination, recognize if you’re jumping to any negative conclusions about why the person hasn’t responded and try coming up with alternative explanations that are plausible. Use the next experiment as a guide. Remember that slowing your breathing will always help you think more clearly and flexibly, so do this too. Experiment: Can you recall a time when a nontimely response to an email set off rumination for you? What was (1) your worst-case scenario prediction for the person’s lack of response, (2) the best-case scenario, and (3) the most likely scenario? If you struggle to think of an answer for “most likely,” pick something that falls in the middle, between your answers for the best- and worst-case scenarios. In the email incident you just recalled, did you ever find out what the reason for the slow response was? Often you won’t find out the reasons for other people’s actions, which is part of why this type of rumination tends to be so futile.

You already know what you know, after all—and, unless your life is perfect, what you know is not enough. You remain threatened by disease, and self-deception, and unhappiness, and malevolence, and betrayal, and corruption, and pain, and limitation. You are subject to all these things, in the final analysis, because you are just too ignorant to protect yourself. If you just knew enough, you could be healthier and more honest. You would suffer less. You could recognize, resist and even triumph over malevolence and evil. You would neither betray a friend, nor deal falsely and deceitfully in business, politics or love. However, your current knowledge has neither made you perfect nor kept you safe. So, it is insufficient, by definition—radically, fatally insufficient. You must accept this before you can converse philosophically, instead of convincing, oppressing, dominating or even amusing. You must accept this before you can tolerate a conversation where the Word that eternally mediates between order and chaos is operating, psychologically speaking. To have this kind of conversation, it is necessary to respect the personal experience of your conversational partners. You must assume that they have reached careful, thoughtful, genuine conclusions (and, perhaps, they must have done the work tha justifies this assumption). You must believe that if they shared their conclusions with you, you could bypass at least some of the pain of personally learning the same things (as learning from the experience of others can be quicker and much less dangerous). You must meditate, too, instead of strategizing towards victory. If you fail, or refuse, to do so, then you merely and automatically repeat what you already believe, seeking its validation and insisting on its rightness. But if you are meditating as you converse, then you listen to the other person, and say the new and original things that can rise from deep within of their own accord. It’s as if you are listening to yourself during such a conversation, just as you are listening to the other person. You are describing how you are responding to the new information imparted by the speaker. You are reporting what that information has done to you—what new things it made appear within you, how it has changed your presuppositions, how it has made you think of new questions. You tell the speaker these things, directly. Then they have the same effect on him. In this manner, you both move towards somewhere newer and broader and better. You both change, as you let your old presuppositions die—as you shed your skins and emerge renewed. A conversation such as this is one where it is the desire for truth itself—on the part of both participants—that is truly listening and speaking. That’s why it’s engaging, vital, interesting and meaningful. That sense of meaning is a signal from the deep, ancient parts of your Being. You’re where you should be, with one foot in order, and the other tentatively extended into chaos and the unknown. You’re immersed in the Tao, following the great Way of Life. There, you’re stable enough to be secure, but flexible enough to transform. There, you’re allowing new information to inform you—to permeate your stability, to repair and improve its structure, and expand its domain. There the constituent elements of your Being can find their more elegant formation. A conversation like that places you in the same place that listening to great music places you, and for much the same reason. A conversation like that puts you in the realm where souls connect, and that’s a real place. It leaves you thinking, “That was really worthwhile. We really got to know each other.” The masks came off, and the searchers were revealed. So, listen, to yourself and to those with whom you are speaking. Your wisdom then consists not of the knowledge you already have, but the continual search for knowledge, which is the highest form of wisdom.

I WANT TO end this list by talking a little more about the founding of Pixar University and Elyse Klaidman’s mind-expanding drawing classes in particular. Those first classes were such a success—of the 120 people who worked at Pixar then, 100 enrolled—that we gradually began expanding P.U.’s curriculum. Sculpting, painting, acting, meditation, belly dancing, live-action filmmaking, computer programming, design and color theory, ballet—over the years, we have offered free classes in all of them. This meant spending not only the time to find the best outside teachers but also the real cost of freeing people up during their workday to take the classes. So what exactly was Pixar getting out of all of this? It wasn’t that the class material directly enhanced our employees’ job performance. Instead, there was something about an apprentice lighting technician sitting alongside an experienced animator, who in turn was sitting next to someone who worked in legal or accounting or security—that proved immensely valuable. In the classroom setting, people interacted in a way they didn’t in the workplace. They felt free to be goofy, relaxed, open, vulnerable. Hierarchy did not apply, and as a result, communication thrived. Simply by providing an excuse for us all to toil side by side, humbled by the challenge of sketching a self-portrait or writing computer code or taming a lump of clay, P.U. changed the culture for the better. It taught everyone at Pixar, no matter their title, to respect the work that their colleagues did. And it made us all beginners again. Creativity involves missteps and imperfections. I wanted our people to get comfortable with that idea—that both the organization and its members should be willing, at times, to operate on the edge. I can understand that the leaders of many companies might wonder whether or not such classes would truly be useful, worth the expense. And I’ll admit that these social interactions I describe were an unexpected benefit. But the purpose of P.U. was never to turn programmers into artists or artists into belly dancers. Instead, it was to send a signal about how important it is for every one of us to keep learning new things. That, too, is a key part of remaining flexible: keeping our brains nimble by pushing ourselves to try things we haven’t tried before. That’s what P.U. lets our people do, and I believe it makes us stronger.

There is an art to the business of making sandwiches which it is given to few ever to find the time to explore in depth. It is a simple task, but the opportunities for satisfaction are many and profound: choosing the right bread for instance. The Sandwich Maker had spent many months in daily consultation and experiment with Grarp the baker and eventually they had between them created a loaf of exactly the consistency that was dense enough to slice thinly and neatly, while still being light, moist and having that fine nutty flavour which best enhanced the savour of roast Perfectly Normal Beast flesh. There was also the geometry of the slice to be refined: the precise relationships between the width and height of the slice and also its thickness which would give the proper sense of bulk and weight to the finished sandwich: here again, lightness was a virtue, but so too were firmness, generosity and that promise of succulence and savour that is the hallmark of a truly intense sandwich experience. The proper tools, of course, were crucial, and many were the days that the Sandwich Maker, when not engaged with the Baker at his oven, would spend with Strinder the Tool Maker, weighing and balancing knives, taking them to the forge and back again. Suppleness, strength, keenness of edge, length and balance were all enthusiastically debated, theories put forward, tested, refined, and many was the evening when the Sandwich Maker and the Tool Maker could be seen silhouetted against the light of the setting sun and the Tool Maker’s forge making slow sweeping movements through the air trying one knife after another, comparing the weight of this one with the balance of another, the suppleness of a third and the handle binding of a fourth. Three knives altogether were required. First there was the knife for the slicing of the bread: a firm, authoritative blade which imposed a clear and defining will on a loaf. Then there was the butter-spreading knife, which was a whippy little number but still with a firm backbone to it. Early versions had been a little too whippy, but now the combination of flexibility with a core of strength was exactly right to achieve the maximum smoothness and grace of spread. The chief amongst the knives, of course, was the carving knife. This was the knife that would not merely impose its will on the medium through which it moved, as did the bread knife; it must work with it, be guided by the grain of the meat, to achieve slices of the most exquisite consistency and translucency, that would slide away in filmy folds from the main hunk of meat. The Sandwich Maker would then flip each sheet with a smooth flick of the wrist on to the beautifully proportioned lower bread slice, trim it with four deft strokes and then at last perform the magic that the children of the village so longed to gather round and watch with rapt attention and wonder. With just four more dexterous flips of the knife he would assemble the trimmings into a perfectly fitting jigsaw of pieces on top of the primary slice. For every sandwich the size and shape of the trimmings were different, but the Sandwich Maker would always effortlessly and without hesitation assemble them into a pattern which fitted perfectly. A second layer of meat and a second layer of trimmings, and the main act of creation would be accomplished.

Performance measure. Throughout this book, the term performance measure refers to an indicator used by management to measure, report, and improve performance. Performance measures are classed as key result indicators, result indicators, performance indicators, or key performance indicators. Critical success factors (CSFs). CSFs are the list of issues or aspects of organizational performance that determine ongoing health, vitality, and wellbeing. Normally there are between five and eight CSFs in any organization. Success factors. A list of 30 or so issues or aspects of organizational performance that management knows are important in order to perform well in any given sector/ industry. Some of these success factors are much more important; these are known as critical success factors. Balanced scorecard. A term first introduced by Kaplan and Norton describing how you need to measure performance in a more holistic way. You need to see an organization’s performance in a number of different perspectives. For the purposes of this book, there are six perspectives in a balanced scorecard (see Exhibit 1.7). Oracles and young guns. In an organization, oracles are those gray-haired individuals who have seen it all before. They are often considered to be slow, ponderous, and, quite frankly, a nuisance by the new management. Often they are retired early or made redundant only to be rehired as contractors at twice their previous salary when management realizes they have lost too much institutional knowledge. Their considered pace is often a reflection that they can see that an exercise is futile because it has failed twice before. The young guns are fearless and precocious leaders of the future who are not afraid to go where angels fear to tread. These staff members have not yet achieved management positions. The mixing of the oracles and young guns during a KPI project benefits both parties and the organization. The young guns learn much and the oracles rediscover their energy being around these live wires. Empowerment. For the purposes of this book, empowerment is an outcome of a process that matches competencies, skills, and motivations with the required level of autonomy and responsibility in the workplace. Senior management team (SMT). The team comprised of the CEO and all direct reports. Better practice. The efficient and effective way management and staff undertake business activities in all key processes: leadership, planning, customers, suppliers, community relations, production and supply of products and services, employee wellbeing, and so forth. Best practice. A commonly misused term, especially because what is best practice for one organization may not be best practice for another, albeit they are in the same sector. Best practice is where better practices, when effectively linked together, lead to sustainable world-class outcomes in quality, customer service, flexibility, timeliness, innovation, cost, and competitiveness. Best-practice organizations commonly use the latest time-saving technologies, always focus on the 80/20, are members of quality management and continuous improvement professional bodies, and utilize benchmarking. Exhibit 1.10 shows the contents of the toolkit used by best-practice organizations to achieve world-class performance. EXHIBIT 1.10 Best-Practice Toolkit Benchmarking. An ongoing, systematic process to search for international better practices, compare against them, and then introduce them, modified where necessary, into your organization. Benchmarking may be focused on products, services, business practices, and processes of recognized leading organizations.

THE VISION EXERCISE Create your future from your future, not your past. WERNER ERHARD Erhard Founder of EST training and the Landmark Forum The following exercise is designed to help you clarify your vision. Start by putting on some relaxing music and sitting quietly in a comfortable environment where you won’t be disturbed. Then, close your eyes and ask your subconscious mind to give you images of what your ideal life would look like if you could have it exactly the way you want it, in each of the following categories: 1. First, focus on the financial area of your life. What is your ideal annual income and monthly cash flow? How much money do you have in savings and investments? What is your total net worth? Next . . . what does your home look like? Where is it located? Does it have a view? What kind of yard and landscaping does it have? Is there a pool or a stable for horses? What does the furniture look like? Are there paintings hanging in the rooms? Walk through your perfect house, filling in all of the details. At this point, don’t worry about how you’ll get that house. Don’t sabotage yourself by saying, “I can’t live in Malibu because I don’t make enough money.” Once you give your mind’s eye the picture, your mind will solve the “not enough money” challenge. Next, visualize what kind of car you are driving and any other important possessions your finances have provided. 2. Next, visualize your ideal job or career. Where are you working? What are you doing? With whom are you working? What kind of clients or customers do you have? What is your compensation like? Is it your own business? 3. Then, focus on your free time, your recreation time. What are you doing with your family and friends in the free time you’ve created for yourself? What hobbies are you pursuing? What kinds of vacations do you take? What do you do for fun? 4. Next, what is your ideal vision of your body and your physical health? Are you free of all disease? Are you pain free? How long do you live? Are you open, relaxed, in an ecstatic state of bliss all day long? Are you full of vitality? Are you flexible as well as strong? Do you exercise, eat good food, and drink lots of water? How much do you weigh? 5. Then, move on to your ideal vision of your relationships with your family and friends. What is your relationship with your spouse and family like? Who are your friends? What do those friendships feel like? Are those relationships loving, supportive, empowering? What kinds of things do you do together? 6. What about the personal arena of your life? Do you see yourself going back to school, getting training, attending personal growth workshops, seeking therapy for a past hurt, or growing spiritually? Do you meditate or go on spiritual retreats with your church? Do you want to learn to play an instrument or write your autobiography? Do you want to run a marathon or take an art class? Do you want to travel to other countries? 7. Finally, focus on the community you’ve chosen to live in. What does it look like when it is operating perfectly? What kinds of community activities take place there? What charitable, philanthropic, or volunteer work? What do you do to help others and make a difference? How often do you participate in these activities? Who are you helping? You can write down your answers as you go, or you can do the whole exercise first and then open your eyes and write them down. In either case, make sure you capture everything in writing as soon as you complete the exercise. Every day, review the vision you have written down. This will keep your conscious and subconscious minds focused on your vision, and as you apply the other principles in this book, you will begin to manifest all the different aspects of your vision.

Product development has become a faster, more flexible process, where radically better products don’t stand on the shoulders of giants, but on the shoulders of lots of iterations. The basis for success then, and for continual product excellence, is speed. Unfortunately, like Jonathan’s failed gate-based product development framework, most management processes in place at companies today are designed with something else in mind. They were devised over a century ago, at a time when mistakes were expensive and only the top executives had comprehensive information, and their primary objectives are lowering risk and ensuring that decisions are made only by the few executives with lots of information. In this traditional command-and-control structure, data flows up to the executives from all over the organization, and decisions subsequently flow down. This approach is designed to slow things down, and it accomplishes the task very well. Meaning that at the very moment when businesses must permanently accelerate, their architecture is working against them.

I hate interruptions, especially when I have a deadline. Can’t people see I am busy? Jesus was having a busy day. A synagogue official’s daughter lay dying, and he begged Jesus to heal her. What a prime opportunity for Jesus to win over one of the religious leaders! Surely He should have accompanied this important official in haste and with single-minded determination. Jesus did not allow the pressure of a dying child to interfere with another divine appointment arranged by His heavenly Father. Can you imagine the official counting the minutes when Jesus stopped to question the crowd? Yet Jesus had time for both needs, and the official’s child benefited from a more glorious healing than she would have earlier. Just as Jesus trusted His heavenly Father to orchestrate His schedule, we also must trust the Architect of our days. Dear Lord, forgive me for the times I have ignored Your divine appointments. Help me keep my schedule flexible to respond to Your promptings.

Remember and Share - For some businesses, forming habits is a critical component to success, but not every business requires habitual user engagement. - When successful, forming strong user habits can have several business benefits including: higher customer lifetime value, greater pricing flexibility, supercharged growth, and a sharper competitive edge. - Habits can not form outside the “Habit Zone,” where the behavior occurs with enough frequency and perceived utility. - Habit-forming products often start as nice-to-haves (vitamins) but once the habit is formed, they become must-haves (painkillers). - Habit-forming products alleviate users’ pain by relieving a pronounced itch. - Designing habit-forming products is a form of manipulation. Product builders would benefit from a bit of introspection before attempting to hook users to make sure they are building healthy habits, not unhealthy addictions (more to come on this topic in chapter eight).

The message: Paris and Rome must reform their economies, removing barriers to the creation of businesses and jobs. Countries with the flexibility to spend more while staying within EU deficit rules should do so, creating what Mr Draghi described as “a more growth-friendly overall fiscal stance for the euro area”. Though the ECB president did not name names, that suggestion was widely interpreted as a call for Germany, the eurozone’s dominant economic power, to raid its fiscal coffers. “The part of Mr Draghi’s speech on the fiscal stance was an innovation,” says Lucrezia Reichlin, a professor at London Business School and a former head of research at the ECB. “The idea of co-ordination between monetary and fiscal policy from a euro area perspective is a hint to Germany.” France, already used to the ECB’s grumbles that it should do more to restructure the economy, received Mr Draghi’s calls warmly.

I visited with every customer it made sense to see. I sought to discover what they liked and disliked about their current situation and suppliers, and tried to position my company as a better partner that was easier to work with, more flexible, and more eager to meet their needs. I asked lots of questions, toured their facilities, and talked about improvements to our product and ways we were willing to customize our service. It didn’t take long to learn that it was a lot more fun calling on business owners and senior executives than purchasing agents,

art of hand-to-hand fighting in which the weight and efforts of the opponent are used to bring about his defeat,” judo strategy exploits “techniques [that] are generally intended to turn an opponent’s force to one’s own advantage rather than to oppose it directly.”1 In the world of business, we use the term “judo strategy” to describe a particular way of competing. A judo approach to competition emphasizes the use of movement and flexibility to

Acknowledging what you can't see-getting comfortable with the fact that there are a large number of two-inch events occurring right now, out of our sight, that will affect us for better or worse, in myriad ways- helps promote flexibility...to be truly humble, those leaders must first understand how many of the factors that shape their lives and businesses are-and always will be-out of sight.

The pressure to provide services better, faster and cheaper is forcing the legal industry to behave more like a business in an ever-changing economy. Law firms will have to sacrifice the premium pricing of the billable hour in order to improve efficiency and productivity. Law firms will have to become more flexible in their pricing models and strategies. They will have to listen much more closely to their clients and customers.

The most important pillar behind innovation and opportunity—education—will see tremendous positive change in the coming decades as rising connectivity reshapes traditional routines and offers new paths for learning. Most students will be highly technologically literate, as schools continue to integrate technology into lesson plans and, in some cases, replace traditional lessons with more interactive workshops. Education will be a more flexible experience, adapting itself to children’s learning styles and pace instead of the other way around. Kids will still go to physical schools, to socialize and be guided by teachers, but as much, if not more, learning will take place employing carefully designed educational tools in the spirit of today’s Khan Academy, a nonprofit organization that produces thousands of short videos (the majority in science and math) and shares them online for free. With hundreds of millions of views on the Khan Academy’s YouTube channel already, educators in the United States are increasingly adopting its materials and integrating the approach of its founder, Salman Khan—modular learning tailored to a student’s needs. Some are even “flipping” their classrooms, replacing lectures with videos watched at home (as homework) and using school time for traditional homework, such as filling out a problem set for math class. Critical thinking and problem-solving skills will become the focus in many school systems as ubiquitous digital-knowledge tools, like the more accurate sections of Wikipedia, reduce the importance of rote memorization. For children in poor countries, future connectivity promises new access to educational tools, though clearly not at the level described above. Physical classrooms will remain dilapidated; teachers will continue to take paychecks and not show up for class; and books and supplies will still be scarce. But what’s new in this equation—connectivity—promises that kids with access to mobile devices and the Internet will be able to experience school physically and virtually, even if the latter is informal and on their own time.

The pressure on life businesses and the capital fears prompted by the 2008 crisis have prompted the industry to build bigger capital cushions and cut costs. This has left insurers in a relatively good position. Investors have enjoyed decent dividends with payouts increasing by a cumulative 70% since 2009, according to FactSet. For shareholders, the risks to returns from life insurance have, so far, been balanced by earnings from nonlife insurance and asset management. Germany’s Allianz has U.S. bond house Pacific Investment Management Co. and nonlife insurance businesses, like property and casualty cover, around the world. Pimco has done well as interest rates declined and bond prices rose, but is expected to suffer once rates rise again—especially since founder Bill Gross walked out. France’s Axa similarly has global nonlife businesses and a large investment manager. However, these businesses ultimately will suffer from low investment returns. In nonlife, insurers can combat this with tougher underwriting standards. But demand for property-type insurance also suffers in a slower economy. Allianz has the lowest financial leverage of the big-three eurozone life insurers, and so has more flexibility to look for higher returns abroad. It also has a substantial general insurance business in the U.S., where rates should head higher sooner, and a higher expected dividend yield than France’s Axa or Italy’s Generali for this year and next.

1. The coercive style. This “Do what I say” approach can be very effective in a turnaround situation, a natural disaster, or when working with problem employees. But in most situations, coercive leadership inhibits the organization’s flexibility and dampens employees’ motivation. 2. The authoritative style. An authoritative leader takes a “Come with me” approach: she states the overall goal but gives people the freedom to choose their own means of achieving it. This style works especially well when a business is adrift. It is less effective when the leader is working with a team of experts who are more experienced than he is. 3. The affiliative style. The hallmark of the affiliative leader is a “People come first” attitude. This style is particularly useful for building team harmony or increasing morale. But its exclusive focus on praise can allow poor performance to go uncorrected. Also, affiliative leaders rarely offer advice, which often leaves employees in a quandary. 4. The democratic style. This style’s impact on organizational climate is not as high as you might imagine. By giving workers a voice in decisions, democratic leaders build organizational flexibility and responsibility and help generate fresh ideas. But sometimes the price is endless meetings and confused employees who feel leaderless. 5. The pacesetting style. A leader who sets high performance standards and exemplifies them himself has a very positive impact on employees who are self-motivated and highly competent. But other employees tend to feel overwhelmed by such a leader’s demands for excellence—and to resent his tendency to take over a situation. 6. The coaching style. This style focuses more on personal development than on immediate work-related tasks. It works well when employees are already aware of their weaknesses and want to improve, but not when they are resistant to changing their ways.

Running a business with the customer in charge requires total dedication to becoming flexible.

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Companies kept stricter control of their labour costs, increasingly contracting out production in industrial businesses and re-engineering middle-management. Computerisation and improved communications then sped the process up, making it easier for companies to export jobs abroad, to reshape them so that they could be done by less skilled contract workers, or to eliminate them entirely. This has all resulted in a more rootless and flexible labour force.

The entrepreneurs who stuck with Silicon Valley learned four big lessons from the dot-com crash that still guide business thinking today: 1. Make incremental advances Grand visions inflated the bubble, so they should not be indulged. Anyone who claims to be able to do something great is suspect, and anyone who wants to change the world should be more humble. Small, incremental steps are the only safe path forward. 2. Stay lean and flexible All companies must be “lean,” which is code for “unplanned.” You should not know what your business will do; planning is arrogant and inflexible. Instead you should try things out, “iterate,” and treat entrepreneurship as agnostic experimentation. 3. Improve on the competition Don’t try to create a new market prematurely. The only way to know you have a real business is to start with an already existing customer, so you should build your company by improving on recognizable products already offered by successful competitors. 4. Focus on product, not sales If your product requires advertising or salespeople to sell it, it’s not good enough: technology is primarily about product development, not distribution. Bubble-era advertising was obviously wasteful, so the only sustainable growth is viral growth.

following one process and the development team with different process philosophies, terms and metrics. In Waterfall, once a “plan” is baked and approved, there is an expectation that the plan will be followed and delivered upon, even if the development team is using Agile to execute. Now I’m going to say it, “But that’s not truly Agile,” since Agile requires the plan to be flexible and consistently reprioritized and revised. We see this approach so often that we’ve heard many describe it as, “WaterScrumFall. ” It’s really business as usual

A massive shift has now occurred in global business that requires businesspersons to have the flexibility to adapt quickly to rapid changes in the terrain.

good storyteller, build good relationships internally and externally with key ecosystem constituents, take calculated risks, be quickly adaptable and flexible, communicate humbly but firmly, recruit all the time, implement sound business processes, and execute-execute-execute pragmatically within your ecosystem with purpose! If not, success will be just a pipe dream or fleeting experience, as building a start-up successfully is quite difficult. And great ideas don’t just come to you. You must pursue them. Regardless of what your vision for the future is, find ways to keep strengthening your pragmatic combination of mind-set, skill set, direction, strategies, know-how, and execution! If the featured young

In terms of the workload, the best teachers for kids with slow processing speed tend to: Deemphasize busy work. Show a willingness to adjust homework assignments to “fit” with a student’s pace. Balance the common needs of all the students with the specific needs of individual students. Be excited by the use of technology in their classrooms because it makes it easier to adapt instruction. Be both organized and flexible.

When I say that the fate of any group enterprise, and the individuals within it, are interconnected and interdependent, it may sound trite. But it’s not. What’s more, seeing all of the interdependencies that shape our lives is impossible, no matter how hard or long we look. If we don’t acknowledge how much is hidden, we hurt ourselves in the long run. Acknowledging what you can’t see—getting comfortable with the fact that there are a large number of two-inch events occurring right now, out of our sight, that will affect us for better or worse, in myriad ways—helps promote flexibility. You might say I’m an advocate for humility in leaders. But to be truly humble, those leaders must first understand how many of the factors that shape their lives and businesses are—and will always be—out of sight.

1. Make incremental advances Grand visions inflated the bubble, so they should not be indulged. Anyone who claims to be able to do something great is suspect, and anyone who wants to change the world should be more humble. Small, incremental steps are the only safe path forward. 2. Stay lean and flexible All companies must be “lean,” which is code for “unplanned.” You should not know what your business will do; planning is arrogant and inflexible. Instead you should try things out, “iterate,” and treat entrepreneurship as agnostic experimentation. 3. Improve on the competition Don’t try to create a new market prematurely. The only way to know you have a real business is to start with an already existing customer, so you should build your company by improving on recognizable products already offered by successful competitors. 4. Focus on product, not sales If your product requires advertising or salespeople to sell it, it’s not good enough: technology is primarily about product development, not distribution. Bubble-era advertising was obviously wasteful, so the only sustainable growth is viral growth.

What is the House of Clinton? It is a large family syndicate predicated on the three facts. One, Bill is a amoral, well-connected ex-president and good old boy schmoozer who enjoys a lifestyle that only ethical misconduct can ensure. Two, a less charismatic Hillary plays good cop to his bad, and for thirty years has been seen by donors as the likely first female president. Three, as flexible liberals, they have no ideological reluctance to snag Wall Street and corporate pay-for-play cash — and they let that be known to the one-percent who in turn feel that the Clintons’ populist verbiage is simply good insurance. The result is that although Bill, Hillary, and Chelsea are not business people, they became multimillionaires precisely because they can offer access and at least the scent of favorable government treatment to billionaires.

Agile project management is a style of project management that focuses on early delivery of business value, continuous improvement of the project’s product and processes, scope flexibility, team input, and delivering well-tested products that reflect customer needs.

Flexible organizational structures, in which teams across functions or disciplines organize around solutions, can facilitate good connections. Media conglomerate Publicis has “holistic communication” teams, which combine people across its ad agencies (Saatchi & Saatchi, Leo Burnett, Publicis Worldwide, and so on) and technology groups to focus on customers and brands. Novartis has organized around diseases, with R&D more closely connected to markets and customers; this has helped the company introduce pathbreaking innovations faster, such as its cancer drug Gleevec. The success of Seagate’s companywide Factory of the Future team at introducing seemingly miraculous process innovations led to widespread use of its core-teams model.

As a result, new parents’ habits are more flexible at that moment than at almost any other period in an adult’s life.

Network Marketing is a flexible, credible and exciting way to build a business and change your life. But it isn’t a get rich quick scheme that will transform your life overnight with no effort or commitment on your part. People fail in Network Marketing just as they do in every part of life because they fear their own dreams, they fail to plan and they allow apathy and self-doubt to keep them firmly stuck in their comfort zone.

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The point of school, after all, isn’t to do homework. The point of school is to learn. It was a mistake to assume that teachers—or anyone else, for that matter—automatically knew what was best for me. Rules are there to help us—to create a culture, to streamline productivity, and to promote success. But we’re not computers that need to be programmed. If you approach your bosses or colleagues with respect, and your goals are in alignment, there’s often room for a little customization and flexibility. And on the other side, those in positions of power shouldn’t force people to adhere to a plan for the sake of protocol. The solution, always, is to listen carefully—to your own needs and to those of the people around you.

Compare it with water – which flows freely and naturally. Taking the shape the situation requires. “To grow my business, I need to become free-flowing and flexible like water.” In practical terms, what this meant was losing one’s ego. Seeing more in other people. “Mujhe log dikhai dene lage…unki capability dikhai dene lag gayi.” (I became more sensitive to the capabilities of my people.)

I mean, seriously, dude,” he said, “I allow flexible hours, but this eleven thirty shit has to stop. It makes me look bad to my boss when he sees you rolling in so late.” “I’m sorry,” I said. I didn’t know how to explain that I had willfully and radically rearranged my priorities and, as a consequence, no longer gave a damn about work. Sure, I was willing to maintain my Business-Man persona, but only in ways that suited me as a family man. “I’ll try to work it out so I get in sooner.” “Don’t try, idiot. Do. Ten o’clock. That’s the latest I want you coming in.” “Ten o’clock . . .” I shook my head and let out a long, contemplative sigh. I did the math, working backward from ten o’clock: Leave the house by nine. Kids over to Mary’s at eight thirty, which gives me only thirty minutes to eat, shower, and get dressed. That won’t work. The alternative is waking up earlier, like around six. No fucking way. “I don’t know if that’s going to work.” He laughed. “Ten o’clock. Make it happen.” I knew I couldn’t give him a plausible explanation for my eleven thirty start time. No one in the chain of command above me at work would care about my Best Practices. So, in the end, I lied. “Ten o’clock it is.

Rather than setting up a separate diversity committee or women’s committee with dedicated resources, I recommend that companies instead assemble small, temporary, twenty-first-century leadership task forces. This is an efficient, flexible team with the knowledge and authority to make decisions and the seniority and business networks to influence key stakeholders. Such a team would emphasize the accountability of business leaders for making change happen.

Business Process Management (BPM) is a systemic approach for capturing, designing, executing, documenting, measuring, monitoring, and controlling both automated and non-automated processes to meet the objectives and business strategies of a company. BPM embraces the conscious, comprehensive, and increasingly technology-enabled definition, improvement, innovation, and maintenance of end-to-end processes. Through this systemic and conscious management of processes, companies achieve better results faster and more flexibly.

The solution to this dilemma is a commitment to iteration. You have to commit to a locked-in agreement—ahead of time—that no matter what comes of testing the MVP, you will not give up hope. Successful entrepreneurs do not give up at the first sign of trouble, nor do they persevere the plane right into the ground. Instead, they possess a unique combination of perseverance and flexibility. The MVP is just the first step on a journey of learning.

If they are looking for a rewarding long term business with a plumber to perform tasks There are many companies who are working to decide what kind of vocational schools, replacement or installation of higher education institutions. For your education initiative must be the only option that is able to provide intensive plumber work relevant by the classic Nationwide Plumbing Code. After completing the program, each providing accreditation to another relevant effort and hard work as a plumber. The program includes training in the relevant programs to install and configure resources. It also includes mechanical design, troubleshooting, piping plans and key ingredients. Bacteriology and sanitation is also part of an important program for plumbers exercise. Although few plumbing works carried out in the classroom, the most important part of the class exercise is comfortable on the stage. The most important bands in principle were supposed to be a plumber in the direction of the company to do the exercises. It is organized in such a way that the student really easy, because you need a plumber's apprentice as an assistant purchasing palms running plumbing parts training. The student gets serious compensated despite the hour discovery replacement rate. He always takes four-year students to get the name of the certificate. In this position, the plumber will be held against the craftsman marketing consultant. When the full study plumbing, plumber charges may choose the next action plan for the office or a plumber, or may be may decide to acquire its own plumber in person in the office. System officeholder has more tasks and also includes all However, more flexibility. He came to power to decide employment opportunities for leadership simply do not want to take, and it can also maintain services in other management plumbers enough to have a lot less work if you need a cute hat.

Successful entrepreneurs do not give up at the first sign of trouble, nor do they persevere the plane right into the ground. Instead, they possess a unique combination of perseverance and flexibility. The

And what’s the biggest life event for most people? What causes the greatest disruption and “vulnerability to marketing interventions”? Having a baby. There’s almost no greater upheaval for most customers than the arrival of a child. As a result, new parents’ habits are more flexible at that moment than at almost any other period in an adult’s life. So

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The Ultimate Inflation Hedge What can we do then to mitigate the effects of inflation? The same thing that Buffett and Munger would do if there were no inflation. We’d buy great businesses with excellent management at a fair to bargain price and leave them alone. While inflation is still undesirable, well-run businesses that employ relatively little capital, that throw off lots of cash and that have pricing flexibility will cope well with inflation.

There are no ready-to-use modules with RPA. Most of the development is bespoke, and all process flows need to be built almost from scratch. The connections also need to be constructed. This results in a more flexible design and implementation of the programs developed, which can fit with more specific business requirements. The key advantage of RPA is that it allows the creation of automation programs that can involve legacy systems (e.g., those which can’t use APIs) or address non-standard requirements (e.g., onboarding of clients for a broker insurance company under Singapore regulations). However, with RPA, the lack of native integration amongst the components has weaknesses. For example, it involves less robustness, weaker data integrity, and lower resilience to process changes. If one part of an RPA program fails, the whole end-to-end process is stopped. As an outcome, based on our experience, the leading practice is to use low-code and smart workflow platforms as a foundation of the overall automation platform. In contrast, RPA is used for any integration of the overall platform with legacy systems or for automation of bespoke processes.

identify your employee adjectives, (2) recruit through proper advertising, (3) identify winning personalities, and (4) select your winners. Step One: Identify Your Employee Adjectives When you think of your favorite employees in the past, what comes to mind? A procedural element such as an organized workstation, neat paperwork, or promptness? No. What makes an employee memorable is her attitude and smile, the way she takes the time to make sure a customer is happy, the extra mile she goes to ensure orders are fulfilled and problems are solved. Her intrinsic qualities—her energy, sense of humor, eagerness, and contributions to the team—are the qualities you remember. Rather than relying on job descriptions that simply quantify various positions’ duties and correlating them with matching experience as a tool for identifying and hiring great employees, I use a more holistic approach. The first step in the process is selecting eight adjectives that best define the personality ideal for each job or role in your business. This is a critical step: it gives you new visions and goals for your own management objectives, new ways to measure employee success, and new ways to assess the performance of your own business. Create a “Job Candidate Profile” for every job position in your business. Each Job Candidate Profile should contain eight single- and multiple-word phrases of defining adjectives that clearly describe the perfect employee for each job position. Consider employee-to-customer personality traits, colleague-to-colleague traits, and employee-to-manager traits when making up the list. For example, an accounting manager might be described with adjectives such as “accurate,” “patient,” “detailed,” and “consistent.” A cocktail server for a nightclub or casual restaurant would likely be described with adjectives like “energetic,” “fun,” “music-loving,” “sports-loving,” “good-humored,” “sociable conversationalist,” “adventurous,” and so on. Obviously, the adjectives for front-of-house staff and back-of-house staff (normally unseen by guests) will be quite different. Below is one generic example of a Job Candidate Profile. Your lists should be tailored for your particular bar concept, audience, location, and style of business (high-end, casual, neighborhood, tourist, and so on). BARTENDER Energetic Extroverted/Conversational Very Likable (first impression) Hospitable, demonstrates a Great Service Attitude Sports Loving Cooperative, Team Player Quality Orientated Attentive, Good Listening Skills SAMPLE ADJECTIVES Amazing Ambitious Appealing Ardent Astounding Avid Awesome Buoyant Committed Courageous Creative Dazzling Dedicated Delightful Distinctive Diverse Dynamic Eager Energetic Engaging Entertaining Enthusiastic Entrepreneurial Exceptional Exciting Fervent Flexible Friendly Genuine High-Energy Imaginative Impressive Independent Ingenious Keen Lively Magnificent Motivating Outstanding Passionate Positive Proactive Remarkable Resourceful Responsive Spirited Supportive Upbeat Vibrant Warm Zealous Step Two: Recruit through Proper Advertising The next step is to develop print or online advertising copy that will attract the personalities you’ve just defined.

Existential Flexibility is the capacity to initiate an extreme disruption to a business model or strategic course in order to more effectively advance a Just Cause.

Strong enough to be weak Successful enough to fail Busy enough to make time Wise enough to say "I don't know" Serious enough to laugh Rich enough to be poor Right enough to say "I'm wrong" Compassionate enough to discipline Mature enough to be childlike Important enough to be last Planned enough to be spontaneous Controlled enough to be flexible Free enough to endure captivity Knowledgeable enough to ask questions Loving enough to be angry Great enough to be anonymous Responsible enough to play Assured enough to be rejected Victorious enough to lose Industrious enough to relax Leading enough to serve Poem by Brewer, as cited by Hansel, in Holy Sweat, Dallas Texas, Word, 1987. (p. 29)

When you decide to take a step to the right, you expect all parts of your body to work in unity to take that step. Actually, you do not even expect it; it is just as natural a feature of our existence as drawing breath. You would be dumbfounded if not outright terrorized if your left leg suddenly moved in the opposite direction. While this is an everyday occurrence in the corporate world, with organizations aimlessly ambling about like zombies, the problem of moving in unity becomes even more urgent if we truly aim to achieve business agility. It is only when we can harmonize the decentralized decision making in the teams with the intent of senior leadership that we can achieve real business agility. Imagine your organization moved like your body: If there is an unexpected noise in your environment, your whole body turns in that direction to assess the situation and address possible threats that might come towards you. How great would it be if your organization did the same? Flexibly reacting to changes in the environment without friction, discussion, or delay, just a seamless and natural response — would that not be true agility?

Achieving business agility requires a more flexible approach to all types of contracts. How this is achieved depends on the nature and type of contract, but each must be considered in terms of the adaptability that may be required as strategy evolves.

The MTA had limited flexibility to cut its expenses. The subways had very high fixed costs and the Transit Authority needed to provide enough services for the four-hour peak commuting period. While a private business would have tried to replace full-time workers with part-time workers or scaled back salaries and benefits, those were not feasible options for a state-run enterprise whose workers were politically influential. Instead, a new union contract in 1968 allowed transit workers to retire with half pay after twenty years of work, exacerbating the MTA’s financial problems and affecting service quality after most of the car maintenance workers and 40 percent of the electrical workers retired in the next two years.75 With

quality or qualities that would be necessary for business success in the twenty-first century. It finally concluded that the most important quality required for success would be "flexibility.” It would be the ability to rapidly react and respond to the accelerating rate of change in all areas. The development of this attitude of flexibility, accepting that "the answers have changed,” would give an individual or organization a tremendous advantage over more rigid and inflexible competitors.

Warren Buffett once said, “You can determine the strength of a business over time by the amount of agony they go through in raising prices.”4 Buffett and his partner, Charlie Munger, realized that as customers form routines around a product, they come to depend upon it and become less sensitive to price. The duo have pointed to consumer psychology as the rationale behind their famed investments in companies like See’s Candies and Coca-Cola.5 Buffett and Munger understand that habits give companies greater flexibility to increase prices.

Wi-Fi is one of the maximum vital technological developments of the present day age. It’s the wireless networking wellknown that enables us experience all of the conveniences of cutting-edge media and connectivity. But what is Wi-Fi, definitely? The time period Wi-Fi stands for wi-fi constancy. Similar to other wi-fi connections, like Bluetooth, Wi-Fi is a radio transmission generation. Wireless fidelity is built upon a fixed of requirements that permit high-pace and at ease communications among a huge sort of virtual gadgets, get admission to points, and hardware. It makes it viable for Wi-Fi succesful gadgets to get right of entry to the net without the want for real wires. Wi-Fi can function over brief and long distances, be locked down and secured, or be open and unfastened. It’s particularly flexible and is simple to use. That’s why it’s located in such a lot of famous devices. Wi-Fi is ubiquitous and exceedingly essential for the manner we function our contemporary linked world. How does Wi-Fi paintings? Bluetooth Mesh Philips Hue Wi-fi Although Wi-Fi is commonly used to get right of entry to the internet on portable gadgets like smartphones, tablets, or laptops, in actuality, Wi-Fi itself is used to hook up with a router or other get entry to point which in flip gives the net get entry to. Wi-Fi is a wireless connection to that tool, no longer the internet itself. It also affords get right of entry to to a neighborhood community of related gadgets, that's why you may print photos wirelessly or study a video feed from Wi-Fi linked cameras without a want to be bodily linked to them. Instead of the usage of stressed connections like Ethernet, Wi-Fi uses radio waves to transmit facts at precise frequencies, most typically at 2.4GHz and 5GHz, although there are numerous others used in more niche settings. Each frequency range has some of channels which wireless gadgets can function on, supporting to spread the burden in order that person devices don’t see their indicators crowded or interrupted by other visitors — although that does happen on busy networks.

In stark contrast, China’s startup culture is the yin to Silicon Valley’s yang: instead of being mission-driven, Chinese companies are first and foremost market-driven. Their ultimate goal is to make money, and they’re willing to create any product, adopt any model, or go into any business that will accomplish that objective. That mentality leads to incredible flexibility in business models and execution, a perfect distillation of the “lean startup” model often praised in Silicon Valley.

WeWork’s core business was simple. It leased space, cut it up, and rented out each slice with an upcharge for hip design, flexibility, and regular happy hours. Other companies had risen, and in many cases fallen, by offering more or less the same service, which amounted to a straightforward arbitrage: lease long, rent short, and collect the margin.

Exhibit #2 ________ Director of Marketing Dear ________: Special, highly effective TV exposure at half the ordinary cost, even a smaller fraction of the ordinary cost — even free! Yes, it is possible. Our annual ARTHRITIS FOUNDATION TELETHON has moved to CHANNEL 10 (Phoenix' CBS affiliate), and we are offering an expanded, more flexible, more creative range of Sponsor Opportunities to businesses of all sizes in the valley. Many corporate sponsors last year actually participated spending little or no money — the funds were raised through fundraising events or promotions involving their employees or customers. For example, one major corporation used several Employee Promotions, and raised over $50,000.00. A small company used a Bowl-A-Thon with their employees, employees' family members, and friends, and raised $5,000.00. Both received excellent exposure on the Telethon. AND THIS YEAR, THE OPPORTUNITIES ARE EVEN GREATER.

access to assets, rather than ownership, provides flexibility and scalability without having to commit to a particular path

They reallocate resources flexibly and on an ongoing basis, rather than going through sudden divestitures or restructurings.

rather than heavy annual budgeting processes and efficiency-oriented values, the outlier firms invest in increasing their flexibility, even if this might lead to a small degree of

If we focus on substance over size, sustainability over consumption, we can create a solo business that is efficient and profitable. This may seem entirely conceptual (and it is), but changing your philosophy from “Bigger is Better” to “Business Edited” will allow you more freedom, flexibility, and profit. Living Business Edited You may want to grow your business into a thriving company. And that’s a great goal. But the philosophy can be the same. Create a business based on substance over size. Bigger is not better. Become an expert in efficiency and embrace the less stuff, less overhead philosophy. Here are a few examples of how to live Business Edited: Focus on a niche instead of trying to do everything for everyone (think small target market over large target market) Get rid of paper – no one reads brochures! Embrace technology that helps you integrate and organize (think iPad over PC) Choose sustainable and local whenever you can Create a leaner office space Choose dual purpose items Don’t purchase “stuff”  – purchase only what you truly need Minimalism