Organisation Success Quotes

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

Freedom in any moment is a product of two things: the autonomy you feel and the support for autonomy that the moment allows.

Success is not only dependent on understanding your own skill-set. It’s also important to recognize the talents of others and know how to profit from them.

If you want to build a better business, you must build better relationships. Relationships are crucial to developing the business you hope to achieve.

Collaborators don’t steal others’ ideas, take advantage of people, or sit back while others accomplish their tasks for them. Collaborators take action to ensure that everyone with whom they work can enjoy the maximum potential outcome.

Deluded leaders and the ‘yes men’ that follow are barriers to successful organisational change" Peter F Gallagher Change Management Handbook - The Leadership of Change Volume 3

For the rest of history, for most of us, our bright promise will always fall short of being actualised; it will never earn us bountiful sums of money or beget exemplary objects or organisations.... Most of us stand poised at the edge of brilliance, haunted by the knowledge of our proximity, yet still demonstrably on the wrong side of the line, our dealings with reality undermined by a range of minor yet critical psychological flaws (a little too much optimism, an unprocessed rebelliousness, a fatal impatience or sentimentality). We are like an exquisite high-speed aircraft which for lack of a tiny part is left stranded beside the runway, rendered slower than a tractor or a bicycle.

[Team player vs team builder] Players focus on the wins and the loses. Builders focus on the team and future of the vision. Let's move our members from team player to team builder.

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

Many people in this country who want to see us the minority, and who don’t want to see us taking too militant or too uncompromising a stand, are absolutely against the successful regrouping or organising of any faction in this country whose thought and whose thinking pattern is international rather than national… There’s a world wide revolution going on, it goes beyond Mississippi, it goes beyond Alabama, it goes beyond Harlem. What is it revolting against? The power structure. The American power structure? No. The French power structure? No. The English power structure? No. Then, what power structure? An international Western power structure.

Having a meaningful and well-defined task beats willpower every time. Not having willpower, but not having to use willpower indicates that you set yourself up for success. This is where the organisation of writing and note-taking comes into play.

The all-powerful Zahir seemed to be born with every human being and to gain full strength in childhood, imposing rules that would thereafter always be respected: People who are different are dangerous; they belong to another tribe; they want our lands and our women. We must marry, have children, reproduce the species. Love is only a small thing, enough for one person, and any suggestion that the heart might be larger than this may seem perverse. When we are married we are authorised to take possession of the other person, body and soul. We must do jobs we detest because we are part of an organised society, and if everyone did what they wanted to do, the world would come to a standstill. We must buy jewelry; it identifies us with our tribe. We must be amusing at all times and sneer at those who express their real feelings; it's dangerous for a tribe to allow its members to show their feelings. We must at all costs avoid saying no because people prefer those who always say yes, and this allows us to survive in hostile territory. What other people think is more important than what we feel. Never make a fuss--it might attract the attention of an enemy tribe. If you behave differently you will be expelled from the tribe because you could infect others and destroy something that was extremely difficult to organise in the first place. We must always consider the look of our new cave, and if we don't have a clear idea of our own, then we must call a decorator who will do his best to show others what good taste we have. We must eat three meals a day, even if we're not hungry, and when we fail to fit the current ideal of beauty we must fast, even if we're starving. We must dress according to the dictates of fashion, make love whether we feel like it or not, kill in the name of our country, wish time away so that retirement comes more quickly, elect politicians, complain about the cost of living, change our hair-style, criticise anyone who is different, go to a religious service on Sunday, Saturday or Friday, depending on our religion, and there beg forgiveness for our sins and puff ourselves up with pride because we know the truth and despise he other tribe, who worship false gods. Our children must follow in our footsteps; after all we are older and know more about the world. We must have a university degree even if we never get a job in the area of knowledge we were forced to study. We must never make our parents sad, even if this means giving up everything that makes us happy. We must play music quietly, talk quietly, weep in private, because I am the all-powerful Zahir, who lays down the rules and determines the meaning of success, the best way to love, the importance of rewards.

The brain doesn’t learn information by rote and then save it somewhere. Instead, it organises knowledge.

Rethink Your Success Mindset: Times are getting tougher. We need tougher mindsets to ensure that we go beyond survive to thrive.

The behaviour of the English people I had run into was making it very difficult to nail down a theory that the reason my trip so far had been such a bizarre success, was that Irish people were crazy. One Englishman had spent a morning on the telephone trying to organise a helicopter to take me out to an island, when a boat was leaving only a few yards away, and here was another, making a two-hour round trip for no reason other than to lend a helping hand. Two of the more eccentric pieces of behaviour hadn't been performed by the Irish, but by my fellow countrymen. However, both Andy and Tony had embraced wholeheartedly a love of the Irish way of living life.

When you study success, you become a dreamer. When you study failure, you become a victor. When you study organisations, you become a mentor. When you study management, you become a leader. When you study nature, you become a scholar. When you study people, you become a counselor. When you study life, you become a thinker. When you study God, you become a philosopher. When you study magic, you become a sorcerer. When you study stars, you become an astronomer. When you study oracles, you become a seer. When you study visions, you become a diviner. When you study combat, you become a warrior. When you study war, you become a commander. When you study policy, you become a governor. When you study politics, you become a ruler. When you study nothing, you become a loser. When you study little, you become a loafer. When you study much, you become a winner. When you study all, you become a master.

The sustainable success of digital transformation comes from a carefully planned organisational change management process that meets two key objectives, one being the company culture, and the other one is empowering its employees

you look at the life histories of most successful people or organisations, who have 1) Succeeded, 2) sustained success and 3) maintained goodwill, they have all lived by this one principle: “I shall always give more than I get, to my family, organisation and my society.

Just like the way a beautiful butterfly can’t come into life without its transformation cycle from egg to larva, caterpillar to pupa and finally to a brilliant creation, to become a successful digitally transformed organisation, similar transformational stages are essential.

Everyone needs to have their own measure of what ‘winning’ means to them.

Strategic quitting is the secret of successful organisations. Reactive quitting and serial quitting are the bane of those that strive (and fail) to get what they want.

ReThink your success mindset: In life, the stuff that really matters most, is invisible, but palpable.

There is a reason why there is no course in any university on common sense. It cannot be taught. 

Keep in mind that the achievements of every successful person, product and organisation were once no more than aspirations. This is where you are right now.

Even the best Mindset will become contaminated and eventually blunted in a toxic organisational culture.

ReThink culture, because it is the foundation of all strategic success.

ReThink Real Success: Keeping your word to others and never lying to yourself

Rethink Your Success Mindset: With the right mindset, everything that you experience, along your journey towards success, is a blessing.

Rethink Your Success Mindset: Gratitude is the attitude, fuel and catalyst that transforms life's challenges into wisdom.

Aemilius Paullus may have had this in mind when he remarked: ‘A man who knows how to conquer in battle also knows how to give a banquet and organise games.’ He is usually taken to have been referring to the connection between military victory and spectacle; but he may have also been hinting that the talents of a successful general did not go far beyond basic organisational expertise.

We now live in a time when PEOPLE and profits must become equally valuable in the corporate leaders Mindset. Rethink your Leadership Culture to become a conscious, high performance organisation

Communication...it is a difficult optimisation. Structurally, it gets founded over words, organised around thoughts. Words are difficult to come through, successfully, amid the thought process. The thought process in right manifestation gives rise to communication.

If your Product or Service be the Backbone of the Organisation; Production and Operations be the Brain; Business Development and Marketing is considered as the Heart of the Organisation. For a Healthy and Prospering Company both Heart and Brain are Vital and Inseparable.

Even back in 1968, the first time I was at the Berlin Film Festival with one of my films, I found it ossified and suffocating. I felt the festival should be opened up to everyone and screen work in other cinemas around the city, so I took the initiative, got hold of some prints by young filmmakers and rented a cinema for a few days in Neukölln, a working-class suburb of Berlin, which at the time was populated largely by immigrants and students. The free screenings at this parallel venue were a big success and generated intense discussions between audiences and filmmakers, which were exciting to witness. The whole thing was my rebellious moment against the Establishment, which I saw as being unnecessarily exclusive. I told the festival organisers they needed to have more free screenings and open the festival up to the wider public, which shortly afterwards they did.

Perhaps, like bureaucracies everywhere, government officials in Singapore are uncomfortable with groups who appeal successfully to the public's sense of idealism, and whose work cannot be easily quantified in economic terms. Officials can handle individuals and organisations who are in it for the money, but seem not to know how to deal with people who seek and promote more intangible and selfless rewards.

Since McDougall contrasts the behaviour of a highly organised group with what has just been described, we shall be particularly interested to learn in what this organisation consists, and by what factors it is produced. The author enumerates five principal conditions ' for raising collective mental life to a higher level. The first and fundamental condition is that there should be some degree of continuity of existence in the group. This may be either material or formal: the former, if the same individuals persist in the group for some time; and the latter, if there is developed within the group a system of fixed positions which are occupied by a succession of individuals. The second condition is that in the individual member of the group some definite idea should be formed of the nature, composition, functions and capacities of the group, so that from this he may develop an emotional relation to the group as a whole. The third is that the group should be brought into interaction (perhaps in the form of rivalry) with other groups similar to it but differing from it in many respects. The fourth is that the group should possess traditions, customs and habits, and especially such as determine the relations of its members to one another. The fifth is that the group should have a definite structure, expressed in the specialisation and differentiation of the functions of its constituents. According to McDougall, if these conditions are fulfilled, the psychological disadvantages of the group formation are removed. The collective lowering of intellectual ability is avoided by withdrawing the performance of intellectual tasks from the group and reserving them for individual members of it.

In fact, war itself could become a commodity, just like opium. In 1821 the Greeks rebelled against the Ottoman empire. The uprising aroused great sympathy in liberal and romantic circles in Britain - Lord Byron, the poet, even went to Greece to fight alongside the insurgents. But London financiers saw an opportunity as well. They proposed to the rebel leaders the issue of tradable Greek Rebellion Bonds on the London stock exchange. The Greeks would promise to repay the bonds, plus interest, if and when they won their independence. Private investors bought bonds to make a profit, or out of sympathy for the Greek cause, or both. The value of Greek Rebellion Bonds rose and fell on the London stock exchange in tempo with military successes and failures on the battlefields of Hellas. The Turks gradually gained the upper hand. With a rebel defeat imminent, the bondholders faced the prospect of losing their trousers. The bondholders' interest was the national interest, so the British organised an international fleet that, in 1827, sank the main Ottoman flotilla in the Battle of Navarino. After centuries of subjugation, Greece was finally free. But freedom came with a huge debt that the new country had no way of repaying. The Greek economy was mortgaged to British creditors for decades to come.

Suggested outline of a strategy document Once you have devised the strategy, you’ll need to explain it to the organisation by writing a strategy document. Below are the key elements it should contain: Where the organisation has come from The successes it has achieved thus far The changing environment and context in which it operates The vision for the future The unique role that the organisation plays The specific strategies that will get it there The timelines The challenges How you’ll measure success The role the organisation’s people play The role of the support functions

Fifteen years ago, a business manager from the United States came to Plum Village to visit me. His conscience was troubled because he was the head of a firm that designed atomic bombs. I listened as he expressed his concerns. I knew if I advised him to quit his job, another person would only replace him. If he were to quit, he might help himself, but he would not help his company, society, or country. I urged him to remain the director of his firm, to bring mindfulness into his daily work, and to use his position to communicate his concerns and doubts about the production of atomic bombs. In the Sutra on Happiness, the Buddha says it is great fortune to have an occupation that allows us to be happy, to help others, and to generate compassion and understanding in this world. Those in the helping professions have occupations that give them this wonderful opportunity. Yet many social workers, physicians, and therapists work in a way that does not cultivate their compassion, instead doing their job only to earn money. If the bomb designer practises and does his work with mindfulness, his job can still nourish his compassion and in some way allow him to help others. He can still influence his government and fellow citizens by bringing greater awareness to the situation. He can give the whole nation an opportunity to question the necessity of bomb production. Many people who are wealthy, powerful, and important in business, politics, and entertainment are not happy. They are seeking empty things - wealth, fame, power, sex - and in the process they are destroying themselves and those around them. In Plum Village, we have organised retreats for businesspeople. We see that they have many problems and suffer just as others do, sometimes even more. We see that their wealth allows them to live in comfortable conditions, yet they still suffer a great deal. Some businesspeople, even those who have persuaded themselves that their work is very important, feel empty in their occupation. They provide employment to many people in their factories, newspapers, insurance firms, and supermarket chains, yet their financial success is an empty happiness because it is not motivated by understanding or compassion. Caught up in their small world of profit and loss, they are unaware of the suffering and poverty in the world. When we are not int ouch with this larger reality, we will lack the compassion we need to nourish and guide us to happiness. Once you begin to realise your interconnectedness with others, your interbeing, you begin to see how your actions affect you and all other life. You begin to question your way of living, to look with new eyes at the quality of your relationships and the way you work. You begin to see, 'I have to earn a living, yes, but I want to earn a living mindfully. I want to try to select a vocation not harmful to others and to the natural world, one that does not misuse resources.' Entire companies can also adopt this way of thinking. Companies have the right to pursue economic growth, but not at the expense of other life. They should respect the life and integrity of people, animals, plants and minerals. Do not invest your time or money in companies that deprive others of their lives, that operate in a way that exploits people or animals, and destroys nature. Businesspeople who visit Plum Village often find that getting in touch with the suffering of others and cultivating understanding brings them happiness. They practise like Anathapindika, a successful businessman who lived at the time of the Buddha, who with the practise of mindfulness throughout his life did everything he could to help the poor and sick people in his homeland.

The ‘Regal Seven (key) Ingredients of a Successful Company’ is: Pursue the goal of Profit Maximization keeping in mind the shareholders interests. To be achieved by developing and rendering Quality Goods and Services at a Reasonable Price. By inculcating Value and Ethics within the structure Through Sound People Management principles devised and effectively implemented. Further organizing Learning Programs and instill concept of ‘Learning and Earning’ Develop/Construct Customer Satisfaction. Build-Build-Build ; Build vision based values, Build your staff, Build customer satisfaction ; and witness your organization being built in the market.

Roboute Guilliman was able to focus on dozens of things at once and give them attention in excess of what most mortal minds could achieve dealing with just one such subject. It was what made him such a good logistician, and while the Lion might not have a great many compliments ready for his brother, the Lord of Ultramar’s organisational skills could not be denied: many of the Ultramarines’ successes came down to simply never encountering a situation for which they were not prepared. Guilliman himself had only ever been an adequate combatant in person, however; at least so far as their brotherhood went. The Lion has sometimes wondered if that was because Roboute was never able to properly give his full attention to anything.

If Germany hadn't had the good fortune to let me take power in 1933, Europe to-day would no longer exist. The fact is that since I've been in power, I've had only a single idea: to re-arm. That's how I was able, last summer, to decide to attack Russia. Confronted with the innumerable populations of the East, we cannot exist except on condition that all Germanics are united. They must compose the nucleus around which Europe will federate. On the day when we've solidly organised Europe, we shall be able to look towards Africa. And, who knows? perhaps one day we shall be able to entertain other ambitions. There are three ways of settling the social question. The privileged class rules the people. The insurgent proletariat exterminates the possessing class. Or else a third formula gives each man the opportunity to develop himself according to his talents. When a man is competent, it matters little to me if he's the son of a caretaker. And, by the way, I'm not stopping the descendants of our military heroes from going once more through the same tests. I wouldn't feel I had the right to demand of each man the supreme sacrifice, if I hadn't myself gone through the whole 1914-18 war in the front line. Turning towards the Danish guest, the Fuehrer commented: For you, things are easier than they were for us. Our past helps you. Our beginnings were wretched. And if I'd disappeared before we were successful, everything would at once have returned into oblivion.

I have arrived at the conviction that no mere institutions, however wise, and however much thought may have been required to organise and arrange them, can attach class to class as they should be attached, unless the working of such institutions bring the individuals of the different classes into actual personal contact. Such intercourse is the very breath of life. A working man can hardly be made to feel and know how much his employer may have laboured in his study at plans for the benefit of his workpeople. A complete plan emerges like a piece of machinery, apparently fitted for every emergency. But the hands accept it as they do machinery, without understanding the intense mental labour and forethought required to bring it to such perfection. But I would take an idea, the working out of which would necessitate personal intercourse; it might not go well at first, but at every hitch interest would be felt by an increasing number of men, and at last its success in working come to be desired by all, as all had borne a part in the formation of the plan; and even then I am sure that it would lose its vitality, cease to be living, as soon as it was no longer carried on by that sort of common interest which invariably makes people find means and ways of seeing each other, and becoming acquainted with each other's characters and person, and even tricks of temper and modes of speech. We should understand each other better, and I'll venture to say we should like each other more.

They proposed to the rebel leaders the issue of tradable Greek Rebellion Bonds on the London stock exchange. The Greeks would promise to repay the bonds, plus interest, if and when they won their independence. Private investors bought bonds to make a profit, or out of sympathy for the Greek cause, or both. The value of Greek Rebellion Bonds rose and fell on the London stock exchange in tempo with military successes and failures on the battlefields of Hellas. The Turks gradually gained the upper hand. With a rebel defeat imminent, the bondholders faced the prospect of losing their trousers. The bondholders’ interest was the national interest, so the British organised an international fleet that, in 1827, sank the main Ottoman flotilla in the Battle of Navarino. After centuries of subjugation, Greece was finally free. But freedom came with a huge debt that the new country had no way of repaying. The Greek economy was mortgaged to British creditors for decades to come. 40.

The socialists who took over India from the British, and have only run it further into ground, and created both the problems listed at the beginning of this article, are advocating more socialist measures to solve these problems, unchallenged. The Delhi ruling elite has become an echo chamber, in which the Left’s narrative passes as high knowledge. Nobody in Delhi’s ruling class ever ventures outside this echo chamber, nobody even peaks outside, and nobody learns economics. They have no idea as to what money is, where it comes from, where it goes; what jobs are, how jobs are created, and where they come from, and where and why they disappear. In fact they have successfully convinced people that we have already created enough and needed prosperity and the only problem that needs to be solved is that of just and fair redistribution, for which they, the Leftists, need some more powers, some more laws, and some more government rules and regulations and departments to enforce them. This in a country in which only 3 crores out of 125 crore pay income tax, and in which per capita income is less than 1/30th of the developed world, and only about 4 percent hold jobs in the organised sector.

In the wake of the Cognitive Revolution, gossip helped Homo sapiens to form larger and more stable bands. But even gossip has its limits. Sociological research has shown that the maximum ‘natural’ size of a group bonded by gossip is about 150 individuals. Most people can neither intimately know, nor gossip effectively about, more than 150 human beings. Even today, a critical threshold in human organisations falls somewhere around this magic number. Below this threshold, communities, businesses, social networks and military units can maintain themselves based mainly on intimate acquaintance and rumour-mongering. There is no need for formal ranks, titles and law books to keep order. 3A platoon of thirty soldiers or even a company of a hundred soldiers can function well on the basis of intimate relations, with a minimum of formal discipline. A well-respected sergeant can become ‘king of the company’ and exercise authority even over commissioned officers. A small family business can survive and flourish without a board of directors, a CEO or an accounting department. But once the threshold of 150 individuals is crossed, things can no longer work that way. You cannot run a division with thousands of soldiers the same way you run a platoon. Successful family businesses usually face a crisis when they grow larger and hire more personnel. If they cannot reinvent themselves, they go bust. How did Homo sapiens manage to cross this critical threshold, eventually founding cities comprising tens of thousands of inhabitants and empires ruling hundreds of millions? The secret was probably the appearance of fiction. Large numbers of strangers can cooperate successfully by believing in common myths. Any large-scale human cooperation – whether a modern state, a medieval church, an ancient city or an archaic tribe – is rooted in common myths that exist only in people’s collective imagination. Churches are rooted in common religious myths. Two Catholics who have never met can nevertheless go together on crusade or pool funds to build a hospital because they both believe that God was incarnated in human flesh and allowed Himself to be crucified to redeem our sins. States are rooted in common national myths. Two Serbs who have never met might risk their lives to save one another because both believe in the existence of the Serbian nation, the Serbian homeland and the Serbian flag. Judicial systems are rooted in common legal myths. Two lawyers who have never met can nevertheless combine efforts to defend a complete stranger because they both believe in the existence of laws, justice, human rights – and the money paid out in fees.

The nudge movement spawned by Thaler and Sunstein has been spectacularly successful around the globe. A 2017 review in the Economist described how policy makers were beginning to embrace insights from behavioral science: In 2009 Barack Obama appointed Mr Sunstein as head of the White House’s Office of Information and Regulatory Affairs. The following year Mr Thaler advised Britain’s government when it established BIT, which quickly became known as the “nudge unit”. If BIT did not save the government at least ten times its running cost (£500,000 a year), it was to be shut down after two years. Not only did BIT stay open, saving about 20 times its running cost, but it marked the start of a global trend. Now many governments are turning to nudges to save money and do better. In 2014 the White House opened the Social and Behavioural Sciences Team. A report that year by Mark Whitehead of Aberystwyth University counted 51 countries in which “centrally directed policy initiatives” were influenced by behavioural sciences. Nonprofit organisations such as Ideas42, set up in 2008 at Harvard University, help run dozens of nudge-style trials and programmes around the world. In 2015 the World Bank set up a group that is now applying behavioural sciences in 52 poor countries. The UN is turning to nudging to help hit the “sustainable development goals”, a list of targets it has set for 2030.32

Here we immediately face the danger of slipping into another but equally untenable romanticism, namely a call for humans to be humble and come to terms with or appreciate their finitude. The acknowledgement of the inherent lack of unity in the metabolism of humans and the rest of nature should not lead us to conceive of humans as fragile, vulnerable and ontologically homeless creatures destined to remain caught in opaque mediations. Such a way of thinking amounts to a secularisation of the religious demand for humans to display their submissiveness and obedience to God. One finds examples of this in existentialist philosophies of the Heideggerian variant or in Arnold Gehlen's conservative philosophical anthropology, according to which the natural incompleteness of human beings justify the call for stable social institutions (i.e., the shepherd-God is replaced with the shepherd-State). The key to avoid such an ideology of finitude is to recall that it is the very fragility and porosity of the human metabolism which has made humans so evolutionarily successful. Human corporeal organisation is the source of an immense flexibility and has enabled this animal to "break out of a narrow ecological niche". Far from being the sign of an inherent finitude of the human being, the loss of immediacy at the centre of its being is rather a sign of its infinity in the sense that it enables humans to socially mediate their relation to the rest of nature in an infinite number of ways.

The credit for Erté's rediscovery must be given to French writer Jacques Damase, who met the artist when preparing a book on the Parisian music-hall. It was not merely his active presence which astounded Damase, but the fact that neatly stored away were thousands of perfectly preserved drawings representing a life's work. The immediate result was an exhibition at Galerie Motte in 1965, organised with Jacques Perrin, who the following year held another exhibition at his own gallery in Paris. Through the Motte exhibition, Erté was brought to the attention of galleria Milano, which in 1965 included some of his work in a pioneering exhibition of Art Déco. The most prominent event in this sequence was was Erté inclusion in the important exhibition Les Années 25 held at Musée des Arts Décoratifs, Paris, in 1966, which put an historical and artistic seal on Art Déco and the diverse artistic activities of the 'twenties. It is fair to say, however, that complete international reappraisal only came about after Grosvenor gallery in London became his world agents. Jacques Damase had suggested an exhibition of Erté's work to this London gallery, to which, at that time, I was acting as an art consultant. As a result we were able to prepare his first ever London exhibition in 1967. The remarkable success it achieved was presaged by a smaller exhibition in New York a few months earlier. It had planned to follow the London show with a similar collection in new York, based on work by Erté done for America. The new York premises were available earlier than planned and it was decided to go ahead none the less.

Where else in dramatic literature is there such a treatment of the life-and-death cycle of people and political change? One needs to reach back to the chronicles of Shakespeare, back to the Greeks. Larry Kramer isn't Sophocles and he isn't Shakespeare; we don't have Sophocleses or Shakespeares, not these days, but we do have, on rare occasion, remarkable accomplishment, and Kramer's is remarkable, invaluable, and rare. How else to dramatise revolution accurately, truthfully, politically, than by showing it to be tragic as well as triumphant? And on the other hand, if the medical, biological, political, and familial failures of "Destiny" produce, by the play's end, despair again; if we are plunged back into night, it cannot be different from the night with which "Normal Heart" began, rife with despair and terror, and pregnant with an offstage potential for transformation, for hope. Failure awaits any political movement, even a spectacularly successful movement such as the one Larry Kramer helped to spark and organise. Political movements, liberation movements, revolutions, are as subject to time, decline, mortality, tragedy, as any human enterprise, or any human being. Death waits for every living thing, no matter how vital or brilliant its accomplishment; death waits for people and for their best and worst efforts as well.politics is a living thing, and living things die. The mistake is to imagine otherwise, to believe that progress doesn't generate as many new problems as it generates blessings, to imagine, foolishly, that the struggle can be won decisively, finally, definitively. No matter what any struggle accomplishes, time, life, death bring in their changes, and new oppressions are always forming from the ashes of the old. The fight for justice, for a better world, for civil rights or access to medicine, is a never-ending fight, at least as far as we have to see. the full blooded description of this truth, the recognition and dramatisation of a political cycle of birth, death, rebirth, defeat, renewal - this is true tragedy, in which absolute loss and devastation, Nothing is arrived at, and from this Nothing, something new is born.

After your email about the Late Bronze Age collapse, I became very intrigued by the idea that writing systems could be ‘lost’. In fact I wasn’t really sure what that even meant, so I had to look it up, and I ended up reading a lot about something called Linear B. Do you know all about this already? Basically, around the year 1900, a team of British excavators in Crete found a cache of ancient clay tablets in a terracotta bathtub. The tablets were inscribed with a syllabic script of unknown language and appeared to date from around 1400 BCE. Throughout the early part of the twentieth century, classical scholars and linguists tried to decipher the markings, known as Linear B, with no success. Although the script was organised like writing, no one could work out what language it transcribed. Most academics hypothesised it was a lost language of the Minoan culture on Crete, with no remaining descendants in the modern world. In 1936, at the age of eighty-five, the archaeologist Arthur Evans gave a lecture in London about the tablets, and in attendance at the lecture was a fourteen-year-old schoolboy named Michael Ventris. Before the Second World War broke out, a new cache of tablets was found and photographed – this time on the Greek mainland. Still, no attempts to translate the script or identify its language were successful. Michael Ventris had grown up in the meantime and trained as an architect, and during the war he was conscripted to serve in the RAF. He hadn’t received any formal qualifications in linguistics or classical languages, but he’d never forgotten Arthur Evans’s lecture that day about Linear B. After the war, Ventris returned to England and started to compare the photographs of the newly discovered tablets from the Greek mainland with the inscriptions on the old Cretan tablets. He noticed that certain symbols on the tablets from Crete were not replicated on any of the samples from Pylos. He guessed that those particular symbols might represent place names on the island. Working from there, he figured out how to decipher the script – revealing that Linear B was in fact an early written form of ancient Greek. Ventris’s work not only demonstrated that Greek was the language of the Mycenaean culture, but also provided evidence of written Greek which predated the earliest-known examples by hundreds of years. After the discovery, Ventris and the classical scholar and linguist John Chadwick wrote a book together on the translation of the script, entitled ‘Documents in Mycenaean Greek’. Weeks before the publication of the book in 1956, Ventris crashed his car into a parked truck and died. He was thirty-four

The success of Liverpool Football Club is no one-man affair. We are a team. We are a working-class team! We have no room for individuals. No room for stars. For fancy footballers or for celebrities. We are workers. A team of workers. A team of workers on the pitch and a team of workers off the pitch. On the pitch and off the pitch. Every man in our organisation, every man in our team. He knows the importance of looking after the small things, he knows how the small things add up to the important things. From the chairman to the groundsman, every man is a cog has functioned perfectly. In the team. Every man has given one hundred per cent. For the team. And so the team has won. The team are champions, a team of champions. We are all a team of champions! We are all a team.

Success and happiness in Tough Times needs FIERCE FOCUS, with SWIFT Actions, Towards a Meningful Dynamic Destiny, until completion.

For the sake of objectivity, the programme analysed both histories - real and alternative - without being informed which was which. It concluded that the second, actual sequence of events was statistically so improbable that it could not possibly happen. ... We are required to believe a) that a drug-addled, womanising inexperienced Catholic with strong links to criminal organisations could defeat the most experienced politician in the country, and that his dire medical condition and dubious character could be kept secret. And also that he could conduct exceptionally successful diplomacy in 1962 while being high as a kite on a coctail of painkillers and stimulants; b) that a president, his brother and several others could all be murdered in a short space of time, by insane gunman, each acting alone, for no discernible reason. Also that Kennedy could be shot by someone with known links to the Soviet Union without there being any consequences; c) that Nixon in office would sanction a pointless burglary, during an election campaign he was bound to win anyway, and that a man with such experience would fail to control the minor political scandal that resulted; d) that 1980 the United States would elect as president an ageing actor with little experience and dyed orange hair.

Organisations that are consistently successful have strong systems and a framework to enforce those systems. In the course of our corporate sessions we often ask people, and the larger teams they represent, what their one per cent things are and how much time they spend practicing working on them. Doing the one per cent things is a sign of humility, while on the other hand ignoring them would be a mark of arrogance. It is also a great indicator of work ethic, the one factor more than any other that contributes to winning consistently. I fear not the man who practiced 10,000 kicks once. I fear the man who practiced one kick 10,000 times. —Bruce Lee

Despite the most meticulous planning and organisation, there is no successful way out of any difficult situation without the hand of god.

Since we live in a dynamic environment, changes will keep displacing us from our comfort zone. Every person, organisation and society faces challenges, how we deal with those challenges define our long-term success. Develop a breakthrough mindset that seeks solutions even in the time of adversity.

We have to teach the young that no one is out to do them any favours, even NGOs are formed for some motives, either to steal or to promote a particular person's image or that of an organisation etc. If you must get anything out of anyone, you must come with a bargaining chip.

Diversity is a very popular business topic today while the negative side of diversity, discrimination, remains a touchy and sensitive topic. Even in organisations which follow the letter of the law in terms of not discriminating against any individuals, it is common for people to show prejudice and bias...Have the courage to stand out from your colleagues by being very open to and comfortable with all kinds of diversity amongst your colleagues and stakeholders. When you sense someone is being ignored or marginalized spend time with them and bring them into discussions encouraging them to speak up as needed.

Here is the way in which I can, in practice, make progress in the annihilation of my absurd and deplorable ‘hopes’. I am not going to set myself to organise the failure of my enterprises; to hope to succeed in ruining myself instead of hoping to succeed in enriching myself would not change anything in any way. No, I let my instinctive and emotive life go on as usual. But my understanding, initiated into the reality of things, works in parallel. At the moment when I suffer because my hopes come up against the resistance of the world I remind myself that my old successes have never brought me that absolute accomplishment in which I had placed my hopes; all my surface satisfactions, sometimes so intense, were in the last instance deceptions in depth, that is to say in truth. Profiting by this experience, correctly interpreted, of my fallacious successes I think now of the new successes which I am in process of coveting; I imagine their concrete realisation, and feel afresh their vanity. The bad moments, the moments of anguish, are the best for this work; the suffering felt by the organism-as-a-totality curbs the illusions which show us satori in the opposite direction from that in which it awaits us. On

This mixture of political and geographical considerations compounded Saddam’s failure to grasp the operational requirements of such a campaign. Rather than allowing his forces to advance until their momentum was exhausted, he voluntarily halted their advance within a week of the onset of hostilities and then announced his willingness to negotiate a settlement. This decision not to capitalise on Iraq’s early military successes by applying increased pressure had a number of dire consequences which, in turn, led to the reversal of the course of the war. It saved the Iranian army from a decisive defeat and gave Tehran precious time to re-organise and regroup; and it had a devastating impact on the morale of the Iraqi army and hence on its combat performance. Above all, the limited Iraqi invasion did nothing to endanger the revolutionary regime, nor to drive Ayatollah Khomeini towards moderation.

*THE COMMONS, which are creative - so unleash their potential* The commons are shareable resources of society or nature that people choose to use and govern through self-organising, instead of relying on the state or market for doing so. Think of how a village community might manage its only freshwater well and its nearby forest, or how Internet users worldwide collaboratively curate Wikipedia. Natural commons have traditionally emerged in communities seeking to steward Earth's 'common pool' resources, such as grazing land, fisheries, watersheds and forests. Cultural commons serve to keep alive a community's language, heritage and rituals, myths and music, traditional knowledge and practice. And the fast-growing digital commons are stewarded collaboratively online, co-creating open-source software, social networks, information and knowledge. ...In the 1970s, the little-known political scientist Elinor Ostrom started seeking out real-life examples of natural commons to find out what made them work - and she went on to win a Nobel-Memorial prize for what she discovered. Rather than being left 'open access', those successful commons were governed by clearly defined communities with collectively agreed rules and punitive sanctions for those who broke them...she realised, the commons can turn out to be a triumph, outperforming both state and market in sustainably stewarding and equitably harvesting Earth's resources... The triumph of the commons is certainly evident in the digital commons, which are fast turning into one of the most dynamic areas of the global economy. (p.82-3)

In the early days of a community, a person may naturally become the leader by being the person who recognises the need for the community.

Finding ways to make positive change in the opinions or actions of people and organisations closest to you can be a good way of maximising success, from changing policies in schools to having an impact on local government. It also gives us a chance to see in real time the impact of your work, which can be rewarding and motivating. See

New, experimental forms of multilateral organisations are required to come up with novel solutions. Traditional institutions driven by large nations are hamstrung due to: difficulties at home, heavy emphasis on self interest, unwieldy size and sclerotic bureaucracy.

The Chicago boys and their mentors had the good sense to maintain the highly efficient, nationalized copper producer Codelco, the world’s largest. That’s, of course, a radical violation of market principles, of neoliberal principles, but worthwhile since the company was the source of much of Chile’s export earnings and the basis of the state’s fiscal revenues. In general, it was close to a perfect experiment. It looked like a great success, if you ignored the human costs. In 1982, Friedman published the second edition of his manifesto, Capitalism and Freedom, celebrating the triumph of the cause. The timing was auspicious. In 1982 the Chilean economy crashed and had to be bailed out by state intervention. The state then controlled more of the economy than it had under Allende. Analysts who had their eyes open called it “the Chicago road to socialism.” The prominent OECD (Organisation for Economic Co-operation and Development) economist Javier Santiso described the “paradox [that] able economists committed to laissez-faire showed the world yet another road to a de facto socialized banking system

Former Olympian distance runner Lynn Jennings shared that her best races were ones in which she wanted to quit halfway through. Why? Because she was out on the edge, pushing herself… The result was championship level performances.

Good tactical marketing can never compensate for bad strategic marketing. Strategic marketing is the foundation of organisational success.

What we need is a ‘no-bullshit’ approach to the future: we must commit not only to our values, but also to our practices and we must not buy into utopianism – into undue confidence in democracy’s inevitable success and the self-assurance that reason will save us. We must convince the world in practical terms why our organising principles remain preferable to those of autocracies, both at home and abroad.

Management by objective (MBO) which means purposeful leadership to achieve a strategic objective is one of the keys to successful airline management. MBO is also referred to as Management by Results – MBR. This is a system where subordinates coordinate with their superiors to achieve the desired objective. Under this principle, the goals of the organization are linked to employee goals. Management objectives are made to meet operational objectives. And both management and operational objectives are made to achieve organizational long-term objectives. Organisational objectives are linked to the vision and mission of the organisation. The team is made aware of the achievable goals of the organization and unified effort is exerted in that direction; on the other hand, the employee whose performance is noteworthy will be rewarded by the organization. This builds a transparent and clean work culture on one hand and the other unclogs communication blocks.

The above comments are intended to justify the emphasis in our discussion on the ways in which scientists produce order. This necessarily involves an examination of the methodical way in which observations and experiences are organised so that sense can be made of them. As already noted, we have every reason to believe that the accomplishment of this kind of task is no mean feat, as is clear from a consideration of the corresponding task faced by the observer when confronted by his field notes. The observer’s task is to transform notes of the kind presented at the beginning of this chapter into an ordered account. But exactly how and where should the observer begin this transformation? It is clear that when seen through the eyes of a total newcomer, the daily comings and goings of the laboratory take on an alien quality. The observer initially encounters a mysterious and apparently unconnected sequence of events. In order to make sense of his observations, the observer normally adopts some kind of theme by which he hopes to be able to construct a pattern. If he can successfully use a theme to convince others of the existence of a pattern, he can be said, at least according to relatively weak criteria, to have “explained’’ his observations. Of course, the selection and adoption of “themes” is highly problematic. For example, the way in which the theme is selected can be held to bear upon the validity of his explanation; the observer’s selection of a theme constitutes his method for which he is accountable. It is not enough simply to fabricate order out of an initially chaotic collection of observations; the observer needs to be able to demonstrate that this fabrication has been done correctly, or, in short, that his method is valid.

In later years O’Connell spoke harshly about the 1798 Rebellion. Once in the 1840s he was criticised for this by some American visitors, but was uncompromising in his response. He dismissed the rebellion as ‘an ill-digested, foolish scheme, entered upon without the means or the organisation necessary to ensure success’.53 Nor did he have much sympathy for the leaders. While he accepted that some were ‘pure, well-intentioned men’, he believed the majority were ‘trafficking speculators, who cared not whom they victimised in the prosecution of their schemes for self-aggrandisement’.

Ever since the Industrial Revolution, [Thomas Hylland Eriksen] said, our economies have been built around a new and radical idea - economic growth. This is the belief that every year, the economy - and each individual company in it - should get bigger and bigger. That's how we now define success. If a country's economy grows, its politicians are likely to get reelected. ...If a country or a company's share price shrinks, politicians or CEOs face a greater risk of being booted out. Economic growth is the central organising principle of our society. It is at the heart of how we see the world. Thomas explained that growth can happen in one of two ways. The first is that a corporation can find new markets - by inventing something new, or exporting something to a part of the world that doesn't have it yet. The second is that a corporation can persuade existing consumers to consume more. If you can get people to eat more, or to sleep less, then you have found a source of economic growth. Mostly, he believes, we achieve growth today primarily through this second option. Corporations are constantly finding ways to cram more stuff into the same amount of time. To give one example: they want you to watch TV and follow the show on social media. Then you see twice as many ads. This inevitably speeds up life. If the economy has to grow every year, in the absence of new markets it has to get you and me to do more in the same amount of time. As I read Thomas' work more deeply, I realised this is one of the crucial reasons why life has accelerated every decade since the 1880s: we are living in an economic machine that requires greater speed to keep going - and that inevitably degrades our attention over time. If fact, when I reflected on it, this need for economic growth seemed to be the underlying force that was driving so many of the causes of poor attention that I had learned about - our increasing stress, our swelling work hours, our more invasive technologies, our lack of sleep, our bad diets.

You choose the leaders and place them strategically around the table of your vision and mission. They are already around you because of some degree of loyalty, so if you continue putting 80% effort in enhancing loyalty that already exists, you will end up going into overkill and igniting a toxic level of internal office politics that was not originally existent in your organisation.

How do you visualize the success of those parts of the world falling under your leadership? What about the success of your organisation, your family and all the people related to the two institutions? How fulfilling are the results of this personal evaluation? What can you start doing about it, today?

People and organisations should want to be associated with you as a brand. A sign of a depleted and irrelevant brand is unwillingness of your market or peers to associate with you.

But employee ownership is not just about sharing. It is also, in practice, often about giving. Such schemes depend on someone, usually the proprietor, deciding at some point to transfer ownership of some or all of a company to its employees. And it is this aspect of the ideal, I think, that has the greatest significance for my story. Of all the things I have given, it is arguable that the shares in my company that I gave away had the greatest financial value. In fact, I have rarely thought of this transfer of ownership as a gift, and I would be wrong if I did. The staff had a right to share in the company. Without them, the company would not have been so prosperous (and I am certain that Xansa would never have reached anything like the financial heights it eventually did if it hadn’t been powered by the fuel of staff ownership). But while I never doubted that aspect of the transfer, I did sometimes struggle with a more abstract issue: the fact that transferring ownership also means, ultimately, transferring control. That was the real challenge: surrendering power. Anyone can adjust to having a bit less money; ceding control of an enterprise that really matters to you is, by contrast, painfully counterintuitive. Who in their right mind would entrust an organisation that they have built up against all the odds, through years of tears, toil and sweat, to someone else? What if they mess it up? What if they don’t really understand what it is that you have created? What if they take it in some dangerous new direction, or manage it in a less idealistic way? Yet without that surrender, the most important part of the transaction is lost. A feudal grandee can be as generous as he likes with his wealth and property, but as long as he remains the grandee then his dependants are not empowered: they are merely well-fed. Empowering them means letting go: in other words, ceasing to be the grandee. I have struggled all my life with an instinct to hang on to the things that matter most to me, to control and protect them myself. Yet the art of surrender is, I am convinced, a key to many kinds of success - and fulfilment. And many lives are limited by a failure to master it.

You can use your experience and success in your organisation to start your own business

The absence of coal drove Switzerland’s early industrial pioneers to seek alternative power sources, and helped the country later to avoid two of capitalism’s greatest nemeses: organised labour and pollution. Where

Organisation - key to success.

The silence of the guns, perhaps, owed more to the reality that there was nothing left to fight for than to the foresight of a succession of supposedly brilliant peace-makers in the late twentieth and early twenty-first centuries, or to the wonders of an unwieldy international organisation of European states whose accounts have not been signed off by its own auditors for years. A

More unusually, the government also made all private schools a part of this system, meaning they became funded by the government and were not allowed to charge fees or select students based on ability. Contrary to popular belief, this means that private schools do still exist in Finland, in that some schools are run by non-state organisations such as the church, but they lack the economic, social or academic selectivity common to private schools in other nations.

The absence of coal drove Switzerland’s early industrial pioneers to seek alternative power sources, and helped the country later to avoid two of capitalism’s greatest nemeses: organised labour and pollution. Where there are mountains there is water, and Switzerland has both in abundance. The Alps capture water and accelerate its movement through countless arteries radiating from its highest points. Almost everywhere, from Aabach in the Zurich Oberland to the Rhine Falls near Neuhausen or

Resignation to misfortune is the only attitude, but not an easy one to adopt. It seems undeserved where plans were well laid and so nearly crowned with a first success. I cannot see that any plan would be altered if it were to do again, the margin for bad weather was ample according to all experience and this stormy December - our finest month - is a thing that the most cautious organiser might not have been prepared to encounter. It is very evil to lie here in a wet sleeping-bag and think of the pity of it all.

The review and clean-up effort, if successful, will bring welcome relief to millions of frustrated users in search of current information. But the job will be a big one. One place to start would be the website of the agency in charge of managing government domain-names. It lists the chairman of its parent organisation as “Premier Wen Jiabao”. Mr Wen left office more than two years ago.

If a woman joins the modern industrialised economy she must be seen to be like a man and it is taken for granted that she must adapt to this norm, not that social and economic organisation must adapt to all human beings. Women have had to prove (as it happens very successfully) that they are ‘as good as’ men, but men do not yet have to show that they are as good as women.

The more deference there is, the narrower the band of judgements on which organisations rely. Deference acts like the fatty deposits that build up in arteries, restricting the flow of fresh, oxygen-enriched blood across the system.

That’s what I meant, phalanx,’ he repeated. ‘Phalanstère I expect you mean,’ said Tony Morland courteously, managing at the same time to put half a meringue away in one cheek like a monkey in his desire to impart information. ‘The theory of the phalanstère was begun and put into practice by Fourier, about 1832, but it was never much of a success. He wanted to organise society into bodies called phalanges, who were to live in phalanstère which were a square league. There is a lot more but you wouldn’t understand it. I know about it all because we did it last term.

A fertile soil, quality seeds, photosynthesis and deep roots make a tree endure. A trusting environment, inspired employees, a learning mentality and anchoring effective behaviours make a High Performing Organisation successful.

Civil society organisations in Ghana historically align with the NPP. The NDC's revolutionary background and the unrepentant attitude of some PNDC descendants made it almost impossible for the NDC to successfully court the affection of Ghana's media and civil society when it was formed.

Organisations are scrambling, and they assume DEI (Diversity, equity and inclusion) won't bring in revenue, so they give it the smallest budget. Then they allocate what little DEI money they do have to programs and events concerning hiring rather than retention, professional development, education, or training. That might help bring in new entry-level employees of color, but if you don't dedicate resources to retention and development, how are you going to help advance these workers to executive positions? If you don't invest in progress, no one is going to suddenly work miracles.

After Scotland's mounted knights had been routed by Edward I in 1296, resistance leaders worked out new methods of waging war, using foot-soldiers armed with long pikes and axes. Medieval infantry usually fled when charged by cavalry, but William Wallace and Robert Bruce (King Robert I) solved the problem by organising their men into massed formations ('schiltroms'), and fighting on the defensive on well-chosen ground; that is how Robert I's army won the battle of Bannockburn. Also, Robert ordered that castles recaptured from the English should be demolished or slighted. This denied the English any bases for garrisons, and meant that subsequent warfare consisted chiefly of cross-Border raids - in which Robert I perfected the technique of making rapid hard-hitting strikes. The English could not win this type of warfare. The actual fighting was done by ordinary Scotsmen; most of the pikemen came from the substantial peasantry, whose level of commitment to the independence cause was remarkably high. But the organisation and leadership came from the Normanised Scottish landowners. Norman military success had been based on these qualities as well as on armoured cavalry; now they were vital in countering the armies of English knights. There is a most significant contrast here with the Welsh and the Irish, who never found the way to defeat the English in warfare. It was the Normanised Scottish landowners, forming the officer corps of Scotland's armies, who achieved that crucial breakthrough.

When we realise obstacles are a rite of passage on the journey towards success, we see the them as mile stones rather than mill stones.

Gain people’s emotional commitment to the strategy Any strategy, however brilliant, will fail unless people understand it and are emotionally committed to its success. Therefore it is crucial to explain why the strategy is important to the organisation and the individual.

Every organization has a different evolution path because their settings and scenarios are different from that of their competitors’.

The evolution path is an extrapolation of available scenarios. Once the scenarios change, the evolution path also needs to change.

Leadership is the most important element in crafting a company's culture.

The point is to think from a position of strength, rather than focus on complaints, or behave like a victim. Not ‘If we had such and such, then you’d see how successful we could be’, but ‘Given that we don’t have such and such, or that this and that is not up to par, we’ll take this action in order to realise our goal anyway.’ Many people – and organisations – prefer to transfer responsibility onto external events, or onto others, but it is much more meaningful (and fun) to focus on your own behaviour.

Being a true leader, as opposed to a competent manager, requires a willingness to get your hands dirty. I have said before that I do not expect anyone to do a job I cannot do myself. While this is clearly unrealistic as a company grows and expands, the perception of being willing to step in and assist must remain. The weight of leadership includes staying calm while others panic and coming up with solutions rather than joining the chorus of complaints. The Covid-19 pandemic has certainly helped distinguish the leaders from the managers. Leaders are prepared to take responsibility when things go wrong, even if the true responsibility lies with someone else. Leaders are visible. Leaders have a vision, even if it is only short term. I don’t really believe in long-term planning. I make up the rules of the game based on one-year plans. This means I always retain visibility and control. Five years is too long a time to have any certainty that the objectives will be met. Leadership is not a popularity contest, but it also should not inspire fear. Leaders earn respect and loyalty, recognising that these take a long time to earn and a second to lose. A leader is not scared of collaboration and listening to the opinions of others, as well as accepting help when it’s needed. Leadership is not a quality that you are born with, it is something that you learn over time. I was not a leader in my Coronation days, and I am the first to admit that I made a lot of mistakes. Even at African Harvest, as much as I achieved financial success and tried different techniques to earn respect, I never truly managed to deal with the unruly investment team. But, having built on years of experience, by the time I hit my stride at Sygnia, I was a leader. Within any organisation of substantial size, there is space for more than one leader, whether they head up divisions or the organisation itself. There are several leaders across Sygnia weaving the fabric of our success. I am no longer the sole leader, having passed the baton on to others in pursuit of my own dreams. To quote the Harvard Business Review, ‘The competencies most frequently required for success at the top of any sizable business include strategic orientation, market insight, results orientation, customer impact, collaboration and influence, organisational development, team leadership, and change leadership.’ That is what I looked for in my successor, and that is what I found in David. I am confident that all the leaders I have groomed are more than capable of taking the company forwards.

People who energize others are higher performers.