Mikhail Khodorkovsky Quotes
I am working in my office. I've got a boss who tells me what to do. He's got a boss who tells him what to do. And above him is another boss who probably is telling my boss in the same way - or my boss' boss in the same way what to do. In actuality, this is not the way things work. Management science says that that kind of a chain doesn't work more than three levels up.
Quotes to Explore
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Mr. Trump, Americans can't afford, and don't want, to worry about the latest lawsuit filed against their president. And you're not immune from these suits once you enter the Oval Office. Anything you've done before taking office is fair game.
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In my flat in Chicago, I've got this big room with an office in the corner and a balcony so I can watch people go by.
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I studied mass media and brand management and was looking to do an MBA. When an acting offer came by, I thought I'll do one film so that it would look good on my CV. Films happened one after another, in different industries. I'm so glad things turned out the way they did.
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We live in a culture that's been hijacked by the management consultant ethos. We want everything boiled down to a Power Point slide. We want metrics and 'show me the numbers.' That runs counter to the immensely complex nature of so many social, economic and political problems. You cannot devise an algorithm to fix them.
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This is alchemy, and this is the office of Vulcan; he is the apothecary and chemist of the medicine.
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The biggest barriers to strategic renewal are almost always top management's unexamined beliefs.
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I think what the Nobel committee is doing is going beyond war and looking at what humanity can do to prevent war. Sustainable management of our natural resources will promote peace.
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The smaller the function, the greater the management.
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I was frustrated for a long time with my colleagues in the business school world and with so many management authors who didn't really see themselves as innovators. They were glorified journalists.
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The start-up life kept me busy and surfaced the problem of not being able to stay on top of my personal finances, which led me to invent Mint.com. I was working 80-hour weeks, and had done enough preliminary work and research to know I had a big idea: To make money management effortless and automated.
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Running for office is similar to being a trial lawyer in a very long trial. It requires adrenaline and stamina; it requires being in shape mentally and emotionally. It's a marathon.
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The best way to get a sense of what kinds of emergencies might present themselves in your community is by contacting local chapters of the American Red Cross or offices of emergency management in the region or state. Most large cities will have their own offices of emergency management.
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You've got to know what you want. This is central to acting on your intentions. When you know what you want, you realize that all there is left then is time management. You'll manage your time to achieve your goals because you clearly know what you're trying to achieve in your life.
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Companies like GE and Procter & Gamble have been in business for a long time. Over decades or a century you're bound to figure out a management structure that works.
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Management is doing things right; leadership is doing the right things.
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It was one of the oldest tricks of mob-management: give them a hate figure.
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Many think of management as cutting deals and laying people off and hiring people and buying and selling companies. That's not management, that's deal making. Management is the opportunity to help people become better people. Practiced that way, it's a magnificent profession.
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I think a very good system in a world with a lot of passive investors is one in which there are at least a few entrepreneurial investors, prepared to say what they think, prepared to propose a change in management, change in strategy, change in cost structure, capital structure.
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Alignment of business strategy and risk appetite should minimize the firm's exposure to large and unexpected losses. In addition, the firm's risk management capabilities need to be commensurate with the risks it expects to take.
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It was a choice between a paint factory in Indianapolis - a management training program to maybe run the paint factory one day - or go to New York City and become an investment banker. It wasn't a very difficult decision.
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I have learned as a journalist that if you look long enough and hard enough and carefully enough, most truths are discoverable.
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Employees want to believe their company has a meaningful purpose. They want to know that their own job is worthwhile. They want to make a difference. If all three of these conditions are accomplished, bottom line results will follow.
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I always think it's better to be not taking drugs or drinking or anything. That's not saying I've never done it because I have. But I sort of learned I think after a while there has been - it didn't take me that long to realize that it wasn't a good thing.
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I am working in my office. I've got a boss who tells me what to do. He's got a boss who tells him what to do. And above him is another boss who probably is telling my boss in the same way - or my boss' boss in the same way what to do. In actuality, this is not the way things work. Management science says that that kind of a chain doesn't work more than three levels up.
