Redundancy Business Quotes

Companies can learn a lot from biological systems. The human immune system for example is adaptive, redundant, diverse, modular, data-driven and network collaborative. A company that desires not just short term profit but also long term resilience should apply these features of the human immune system to it's business models and company structure.

You only want to pay for redundant utility if there’s redundant capacity to receive value in equal or greater measure.

Princeton University recently did a study revealing what those of us paying attention already know all too well: The United States is, in scientifically proven fact, not a democracy. They concluded that the U.S. is controlled by economic elites.” This is a prominent idea that is becoming popular. The structural reason that voting is redundant is that through the funding of political parties, lobbying, and cronyism, corporations are able to ensure that their interests are prioritized above the needs of the electorate and that ideas that contravene their agenda don’t even make it into the sphere of public debate. Whoever you vote for, you’ll be voting for a party that represents a big-business agenda, not the will of the people.

Redundancy is my favourite business strategy.

Redundancies are much more predictable and transparent than theoretical opportunities to add value. My focus is always on the downside. Overly optimistic assumptions lead to the graveyard of corporate acquisitions.

There is, it's opulently redundant of me to add, a perfectly reasonable and innocuous explanation for why I'm browsing the web alone in my attic with no trousers on, but you're all busy people and I know you have neither the inclination nor the time to waste hearing it. As an image, however, it did rather undercut my sarcasm. Margret — in a brutally savage reversal of tactics — didn't speak. She merely raised her eyebrows and there, revealed, was a face that read, 'I have been waiting thirteen years for this moment.

Moreover, although reference works existed on library shelves in available, and redundant, profusion, no direct access could be obtained to the banned, or burned, books of the three cosmologists, Xertigny, Yates and Zotov (pen names), who had recklessly started the whole business half a century earlier, causing, and endorsing, panic, demency and execrable romanchiks. All three scientists had vanished now: X had committed suicide; Y had been kidnapped by a laundryman and transported to Tartary; and Z, a ruddy, white-whiskered old sport, was driving his Yakima jailers crazy by means of incomprehensible crepitations, ceaseless invention of invisible inks, chameleonizations, nerve signals, spirals of out-going lights and feats of ventriloquism that imitated pistol shots and sirens.

I suggest you stand slowly and walk out with my men,” Zrakovi said, tapping a napkin against his lying, two-faced mouth and putting a twenty on the table to cover the drinks. “If you make a scene, innocent humans will be injured. I have a Blue Congress cleanup team in place, however, so if you want to fight in public and damage a few humans, knock yourself out. It will only add to your list of crimes.” I stood slowly, gritting my teeth when Squirrel Chin patted me down while feeling me up and making it look like a romantic moment. He’d been so busy feeling the naughty bits that he missed both Charlie, sitting in my bag next to my foot, and the dagger attached to my inner forearm. Idiot. Alex would never have been so sloppy. If Alex had patted me down, he’d have found not only the weapons but also the portable magic kit. From the corner of my eye, I saw a tourist taking mobile phone shots of us. He’d no doubt email them to all his friends back home with stories of those crazy New Orleanians and their public displays of affection. I considered pretending to faint, but I was too badly outnumbered for it to work. Like my friend Jean Lafitte, whose help I could use about now, I didn’t want to try something unless it had a reasonable chance at succeeding. I also didn’t want to pull Charlie out and risk humans getting hurt. “Walk out the door onto Chartres and turn straight toward the cathedral.” Zrakovi pulled his jacket aside enough for me to see a shoulder holster. I hadn’t even known the man could hold a gun, although for all I knew about guns it could be a water pistol. The walk to the cathedral transport was three very long city blocks. My best escape opportunity would be near Jackson Square. When the muscular goons tried to turn me left toward the cathedral, I’d try to break and run right toward the river, where I could get lost among the wharves and docks long enough to draw and power a transport. Of course in order to run, I’d have to get away from the clinch of Dreadlocks and Squirrel Chin. Charlie could take care of that. I slipped the messenger bag over my head slowly, and not even Zrakovi noticed the stick of wood protruding from the top by a couple of inches. Not to be redundant, but . . . idiots. None of us spoke as we proceeded down Chartres Street, where, to our south, the clouds continued to build. The wind had grown stronger and drier. The hurricane was sucking all the humidity out of the air, all the better to gain intensity. I hoped Zrakovi, a Bostonian, would enjoy his first storm. I hoped a live oak landed on his head.

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.

For an example of empathy in action, consider what happened when two giant brokerage companies merged, creating redundant jobs in all their divisions. One division manager called his people together and gave a gloomy speech that emphasized the number of people who would soon be fired. The manager of another division gave his people a different kind of speech. He was up-front about his own worry and confusion, and he promised to keep people informed and to treat everyone fairly.

During the transition from a corporate-driven economy to a human-driven one, there are some words we should leave behind as redundant relics. Two words that need to be at the top of the pile are ‘target’ and

I suggest you stand slowly and walk out with my men,” Zrakovi said, tapping a napkin against his lying, two-faced mouth and putting a twenty on the table to cover the drinks. “If you make a scene, innocent humans will be injured. I have a Blue Congress cleanup team in place, however, so if you want to fight in public and damage a few humans, knock yourself out. It will only add to your list of crimes.” I stood slowly, gritting my teeth when Squirrel Chin patted me down while feeling me up and making it look like a romantic moment. He’d been so busy feeling the naughty bits that he missed both Charlie, sitting in my bag next to my foot, and the dagger attached to my inner forearm. Idiot. Alex would never have been so sloppy. If Alex had patted me down, he’d have found not only the weapons but also the portable magic kit. From the corner of my eye, I saw a tourist taking mobile phone shots of us. He’d no doubt email them to all his friends back home with stories of those crazy New Orleanians and their public displays of affection. I considered pretending to faint, but I was too badly outnumbered for it to work. Like my friend Jean Lafitte, whose help I could use about now, I didn’t want to try something unless it had a reasonable chance at succeeding. I also didn’t want to pull Charlie out and risk humans getting hurt. “Walk out the door onto Chartres and turn straight toward the cathedral.” Zrakovi pulled his jacket aside enough for me to see a shoulder holster. I hadn’t even known the man could hold a gun, although for all I knew about guns it could be a water pistol. The walk to the cathedral transport was three very long city blocks. My best escape opportunity would be near Jackson Square. When the muscular goons tried to turn me left toward the cathedral, I’d try to break and run right toward the river, where I could get lost among the wharves and docks long enough to draw and power a transport. Of course in order to run, I’d have to get away from the clinch of Dreadlocks and Squirrel Chin. Charlie could take care of that. I slipped the messenger bag over my head slowly, and not even Zrakovi noticed the stick of wood protruding from the top by a couple of inches. Not to be redundant, but . . . idiots. None of us spoke as we proceeded down Chartres Street, where, to our south, the clouds continued to build. The wind had grown stronger and drier. The hurricane was sucking all the humidity out of the air, all the better to gain intensity. I hoped Zrakovi, a Bostonian, would enjoy his first storm. I hoped a live oak landed on his head.

In somebody’s mind, some upper-level suit that was looking at the bottom line and all those red numbers, it made more sense to unload five employees who collectively made a hundred thousand a year and ruin five lives, than it did to get rid of one job-redundant, mid-level manager earning the same amount.

If there is one place we should begin, it is with a resolve to not conceal sins, to not seal ourselves off from people's suffering by burying it under a mountain of vacuous bullshit. Euphemisms are an attempt to find pleasant words for an ugly reality, and in doing so, they allow their users to avoid feeling guilty or uncomfortable. This is why they are particularly common in the business world, where executives do not want to admit that they are ruining a lot of people's lives through mass firings and so discuss restructuring, outsourcing, redundancy, and streamlining. An independent contractor is a worker who has no benefits or guaranteed hours, and increasing efficiency often means making people do more work in less time.

As you simplify, most of the time you will find that your core processes are too complex. By documenting the process, you will find many opportunities to dumb them down by eliminating redundant steps, taking out any confusion and any complexity. The goal is to streamline.

If, however, we hear the phrase “entirely sanctified” like we hear the phrase “entirely married,” we'd be tempted to think it redundant. Is there any way to be married without being “entirely married”? Is there any other way to be faithful than to be “entirely faithful”? Marriage only exists as an entire and complete binding of our lives and trajectories to those of another, and even the things that happen beforehand take their significance from that reality. Likewise, there is no way for us to relate deeply to God and function as God's agent in the world unless we are entirely about the business of becoming more and more like God, entirely about the business of being sanctified. This is also why we only talk about “entire sanctification” and never “entire holiness.” The point is to be fully engaged, not to be fully finished. That will not happen until Christ returns and God finishes the work of new creation.[

Indeed, we have much less need of imagination than we did before. Once, people could make whole careers conjuring up outlandish things that were not happening. No longer! Now, we need simply watch. Caricaturists are out of business, joining the ranks of travel agents and most (but not all) of the people who scan and bag purchases at the drugstore. We have become our own parodies, eliminating waste and redundancy. This kind of efficiency is what has allowed us to thrive at home, and drop jaws abroad. We have killed off satire once and for all. It is dead. Long live reality!

Action titles on slides The title bar at the top of your PowerPoint slide is precious real estate: use it wisely! This is the first thing your audience encounters on the page or screen and yet so often it gets used for redundant descriptive titles (for example, “2015 Budget”). Instead use this space for an action title. If you have a recommendation or something you want your audience to know or do, put it here (for example, “Estimated 2015 spending is above budget”).

Simplicity is simple. Perhaps this sounds redundant. But it’s true, and it’s important. If you’re searching for success—whether you’re starting a business, already working in one, or thinking about switching to a new career— think simple.

The Lightning Round This is a quick, around-the-table reporting session in which everyone indicates their two or three priorities for the week. It should take each team member no more than one minute (yes, sixty seconds!) to quickly describe what is on their respective plates. So even a large team should be able to accomplish this in ten minutes or so. The lightning round is critical because it sets the tone for the rest of the meeting. By giving all participants a real sense of the actual activities taking place in the organization, it makes it easy for the team to identify potential redundancies, gaps, or other issues that require immediate attention.

Olsen says. “In nature, a bee doesn’t have to pay to get nectar. It just goes there and by accident pollinates the flower—a good business model is one where there is a food chain.” Utopian? Of course. Possible? Who knows? But the fact that people with sophisticated understandings of markets and technology are raising funds to build systems designed to make money itself redundant is noteworthy, to say the least.

We were rigorous about examining ways to reduce redundancy. The papers had a tradition of jealously guarding their separate mastheads. For instance, the LA Times had a policy that no reporter could have a byline in the front section of the paper unless he or she was an LA Times employee. I thought that was a preposterous rule. If a story broke in Chicago, the home of Tribune, the LA Times would send a reporter, when instead the paper could have just called colleagues in Chicago to collaborate on the story. Similarly, the Chicago Tribune and the LA Times each sent foreign correspondents to Kabul for the Afghan Idol show. In effect, there were two stories—one with an LA Times byline and one with a Chicago Tribune byline, each talking about this great international event called Afghan Idol. It was an insane way to run a business.

This was my first experience listening to proposals about the great “synergies” of mergers. As an investor and a risk taker, my focus has to be on what is specifically attainable. Buying another company based on the perception of opportunities for cross-selling and other intangible benefits generally represents a much higher level of risk than I believe is justified. Therefore, I concentrate on eliminating redundancies, which measurably reduces the capital required to run the business.

Timing and execution made all the difference. We earned most of our money on the first one hundred stations we bought—numbers 20 to 118. Why? Because after that the rest of the industry caught on, competition for stations increased, and prices went up. However, we continued to acquire even then, albeit at a slower rate, because of the economies of eliminating redundancies within a large portfolio in geographic concentrations and because our average price per station remained so low. But it was the first-mover advantage that made Jacor a lead dog—and a home run. Within three years, we went from 20 stations to 243. Jacor

So while I believe in the ‘many steps’ theory, I think the ultimate goal of heads of innovation is the same as a head of digital in 2010 or a head of computerization in 1995 or a head of electricity in 1940: it’s to make themselves redundant. To create a culture of innovation in everyone. The first step in that journey is to show everyone your intentions, to employ such a figurehead, but with the clear goal of moving out of the way and behind everyone. We see lots of companies really failing to make alterations at a deep enough level. They tend to give up. For example, many banks or insurance companies will create a digital bank subsidiary. It’s clearly the easiest step to undertake because it’s moving everything messy to one side, but it’s the integration that’s hard – the politics, the interfaces between data on old systems and new. The other approach often seen is building a newer digital facade onto the old structure and company. We see airlines with amazing snazzy new mobile apps, that look very slick, but won’t allow you to change flights because that relies on the back end to be rebuilt.

We analyzed the ten tech companies worth over a billion dollars that went public in 2014 and 2015, and the average company spent a jaw-dropping $0.72 on sales and marketing for every $1.00 of sales during the three-year hypergrowth period before going public. As a matter of fact, one of the companies, Box, spent $1.59 for every $1.00 in sales! You’re probably wondering, how does a company like Box justify spending more money on sales and marketing than they generate in sales? The answer is “customer lifetime value.” Once Box mathematically proved that they could acquire a customer for less than the lifetime value (LTV) of that customer, they raised a war chest of investment capital and didn’t care if they spent more on sales and marketing than they generated in annual sales, because they knew that they would generate a big return in the long run. You probably don’t have access to a massive war chest of investment capital, but that doesn’t mean you are unable to invest more resources on growth. Instead of benchmarking your growth investment against customer lifetime value, benchmark against your bottom-line profits. Here is a list of financial scenarios and corresponding actions: If you desire growth and have a profitable business, operate at a break-even point and reinvest the profit, or a portion of the profit, back into growth. If you are running a break-even or unprofitable business, spend some time going through your expenditures looking for redundancies or unnecessary expenses. If you cannot find any opportunities to save money, prepare yourself to take a temporary pay cut (you can time this around your tax refund or right after your busy period if your business has seasonality). If you are unable to take a temporary pay cut, prepare yourself to work some extra hours (start by batching activities so you can spend a day per week working from home, and use the time you save when not having a work commute to invest in growth). If you are unable to take a temporary pay cut AND unable to work any extra hours, then read the paragraph below.

some days I don’t want to talk some days I don’t want to listen I don’t want to hear the praise I don’t want to hear the criticism I’m over the compliments the bashing is redundant I don’t want to be the subject of discussion every time I walk into a busy room I simply want to just be

Releasing the synergies that would come from eliminating redundancies—that is, people GE didn’t need anymore—would lead to higher earnings. As renewed attention led them to try to whip the industrial businesses into shape, Bornstein, Immelt, and the rest of the GE top brass soon settled on a name for the program they embarked on in 2013: Simplification.

Some amount of redundancy in the layering may be unavoidable for the purposes of standardization.