Quotes About Flexibility

For once, you're going to hear something that doesn't fit into your neat, compartmentalized world of order and logic and reason.

I also had to come tonight to apologize. If you need to go to Mexico to finish this process off, then I understand. I was wrong to criticize you for it or even imply that I had some kind of say in it. One of the greatest things about you is that in the end, you always make smart decisions. Can't always say the same for myself. Whatever you need to do, I'll support you.

imperfection would get me farther than perfection.

We take what what we can get.

Es la logica Adrian Ivashkov. No trates de entenderla, solo rueda con ella.

I]t would have been impossible to predict or plan how to develop TerraCycle so that it would make it to the place it stands today. The trick was to be ever vigilant in seeking opportunities and to be ready to jump on them if they felt right inside and consistent with our core mission, even before they could be well thought out.

custom engineering" unit, which basically keeps capabilities on the shelf but which can reinvigorate them when they seem relevant once more to a customer's problem or retire them when the customer no longer needs support.

Two contradictory activities. From a company point of view, it makes perfect sense.

The necessary resources are assembled to tackle a specific task or problem, and when the work is done the organization, such as it is, is disassembled and moves on to the next task.

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

The temporary or "disposable" organizational form is all around us, and it fits well with strategies of rapid prototyping, quickly capitalizing on opportunities, and being willing to exit fast.

When competitive advantages don't last, or last for a much shorter time than they used to, the strategy playbook needs to change. Leaders

Think about it: the presumption of stability creates all the wrong reflexes. It allows for inertia and power to build up along

stretch, instability, and multidimensionality are crucial to keep a company from getting stuck.

I do think that creating the right foundation for your culture allows you to make changes as you need to make changes.

In a transient-advantage context, unlike a conventional one, disengaging is not confused with business failure.

innovators and experimenters who are comfortable with ambiguity and prepared to learn.

Moving from advantage to advantage is seen as quite normal, not exceptional. Clinging to older advantages is seen as potentially dangerous.

Prediction and being "right" will be less important than reacting quickly and taking corrective action.

I never panic when I get lost. I just change where it is I want to go.

I don't panic when I get lost. I just change where I want to go.

People aren't static; they're dynamic—endlessly complex and capable of tremendous surprise and change.

In those moments when the two of you see things differently, you can hold on to your view, defending it and protecting it and arguing for its superiority, or you can allow your perspective to be broadened, enriched, expanded, and deepened.

We're all endlessly figuring it out because Spirit keeps doing something new. We can fight this, resist this, dig in our heels, wish things were the way they used to be, or we can embrace it. We can choose to see it with fear and frustration, or we can see it as thrilling and invigorating. Organizations can keep trying to relive their glory days, wishing things were like they were when they started.