"After a person has collected data and studied a proposition with great care so that his own mind is made up as to the best solution for the problem, he is apt to feel that his work is about completed. Usually, however, when his own mind is made up, his task is only half done. The larger and more difficult part of the work is to convince the minds of others that the proposed solution is the best one - that all the recommendations are really necessary. Time after time it happens that some ignorant or presumptuous member of a committee or a board of directors will upset the carefully-thought-out plan of a man who knows the facts, simply because the man with the facts cannot present his facts readily enough to overcome the opposition. It is often with impotent exasperation that a person having the knowledge sees some fallacious conclusion accepted, or some wrong policy adopted, just because known facts cannot be marshalled and presented in such manner as to be effective." (Willard C Brinton, "Graphic Methods for Presenting Facts", 1919)
"An Organization Chart is a cross section picture covering every relationship in the bank. It is a schematic survey showing department functions and interrelations, lines of authority, responsibility, communication and counsel. Its purpose is 'to bring the various human parts of the organization into effective correlation and co-operation'." (John W Schulze, "Office Administration", 1919)
"Organization planning is the process of defining and grouping the activities of the enterprise so that they may be most logically assigned and effectively executed. It is concerned with the establishment of relationships among the units so as to further the objectives of the enterprise." (Ernest Dale, "Planning and developing the company organization structure", 1952)
"If charts do not reflect actual organization and if the organization is intended to be as charted, it is the job of effective management to see that actual organization conforms with that desired. Organization charts cannot supplant good organizing, nor can a chart take the place of spelling out authority relationships clearly and completely, of outlining duties of managers and their subordinates, and of defining responsibilities." (Harold Koontz & Cyril O Donnell, "Principles of Management", 1955)
"The decision which achieves organization objectives must be both" (1) technologically sound and" (2) carried out by people. If we lose sight of the second requirement or if we assume naively that people can be made to carry out whatever decisions are technically sound we run the risk of decreasing rather than increasing the effectiveness of the organization." (Douglas McGregor, "The Human Side of Enterprise", 1960)
"The key question for top management is what are your assumptions" (implicit as well as explicit) about the most effective way to manage people?" (Douglas McGregor, "The Human Side of Enterprise", 1960)
"If we view organizations as adaptive, problem-solving structures, then inferences about effectiveness have to be made, not from static measures of output, but on the basis of the processes through which the organization approaches problems. In other words, no single measurement of organizational efficiency or satisfaction - no single time-slice of organizational performance can provide valid indicators of organizational health." (Warren G Bennis, "General Systems Yearbook", 1962)
"Planning is the design of a desired future and of effective ways of bringing it about." (Russell L Ackoff, "A concept of corporate planning", 1969)
"As in war, strategic success depends on tactical effectiveness, and no degree of planning can lessen management's tactical imperatives. The first responsibility of the executive, anyway, is to the here and now. If he makes a shambles of the present, there may be no future; and the real purpose of planning - the one whose neglect is common, but poisonous - is to safeguard and sustain the company in subsequent short-run periods." (Robert Heller, "The Naked Manager: Games Executives Play", 1972)
"Decisions must be made at the lowest possible level for management at the top to retain its effectiveness." (Saxon Tate, "The Time Trap", 1972)
"The myth of efficiency lies in the assumption that the most efficient manager is ipso facto the most effective; actually the most efficient manager working on the wrong task will not be effective." (R Alec Mackenzie, "The Time Trap", 1972)
"Effectiveness is the foundation of success - efficiency is a minimum condition for survival after success has been achieved. Efficiency is concerned with doing things right. Effectiveness is doing the right things." (Peter Drucker, "Management: Tasks, Responsibilities, Challenges", 1973)
"Executives do many things in addition to making decisions. But only executives make decisions. The first managerial skill is, therefore, the making of effective decisions." (Peter F Drucker, "Management: Tasks, Responsibilities, Practices", 1973)
"Managers, therefore, need to be skilled in making decisions with long futurity on a systematic basis. Management has no choice but to anticipate the future, to attempt to mold it, and to balance short-range and long-range goals.[…] “Short range” and “long range” are not determined by any given time span. A decision is not short range because it takes only a few months to carry it out. What matters is the time span over which it is effective. […] The skill we need is not long-range planning. It is strategic decision-making, or perhaps strategic planning." (Peter F Drucker, "Management: Tasks, Responsibilities, Practices", 1973)
"The worker's effectiveness is determined largely by the way he is being managed." (Peter F Drucker, Management: Tasks, Responsibilities, Practices, 1973)
"The purpose of organizations is to exploit the fact that many" (virtually all) decisions require the participation of many individuals for their effectiveness. In particular, [...] organizations are a means of achieving the benefits of collective action in situations in which the price system fails." (Kenneth J Arrow, "The Limits of Organization", 1974)
"[...] strategic change is likely to call for different management techniques than continuous running of well-established business-units. [..,] If effectively done, strategic management can have even greater payoffs in rough seas than in clear sailing." (Boris Yavitz & William H Newman, "Strategy in Action", 1982)
"No matter how difficult or unprecedented the problem, a breakthrough to the best possible solution can come only from a combination of rational analysis, based on the real nature of things, and imaginative reintegration of all the different items into a new pattern, using nonlinear brainpower. This is always the most effective approach to devising strategies for dealing successfully with challenges and opportunities, in the market arena as on the battlefield." (Kenichi Ohmae, "The Mind Of The Strategist", 1982)
"Because the importance of training is so commonly underestimated, the manager who wants to make a dramatic improvement in organizational effectiveness without challenging the status quo will find a training program a good way to start." (Theodore Caplow, "Managing an Organization", 1983)
"Effective managers live in the present but concentrate on the future." (James L Hayes, "Memos for Management: Leadership", 1983)
"The first rule is that a measurement - any measurement - is better than none. But a genuinely effective indicator will cover the output of the work unit and not simply the activity involved. […] If you do not systematically collect and maintain an archive of indicators, you will have to do an awful lot of quick research to get the information you need, and by the time you have it, the problem is likely to have gotten worse." (Andrew S Grove, "High Output Management", 1983)
"Most managers are reluctant to comment on ineffective or inappropriate interpersonal behavior. But these areas are often crucial for professional task success. This hesitancy is doubly felt when there is a poor relationship between the two. [...] Too few managers have any experience in how to confront others effectively; generally they can more easily give feedback on inadequate task performance than on issues dealing with another's personal style." (David L Bradford & Allan R Cohen, "Managing for Excellence", 1984)
"Most managers are rewarded if their unit operates efficiently and effectively. A highly creative unit, in contrast, might appear ineffective and uneven, and rather crazy to an outside or inside observer." (William G Dyer, "Strategies for Managing Change", 1984)
"The chain of command is an inefficient communication system. Although my staff and I had our goals, tasks, and priorities well defined, large parts of the organization didn't know what was going on. Frequent, thorough, open communication to every employee is essential to get the word out and keep walls from building within the company. And while face-to-face communication is more effective than impersonal messages, it's a good idea to vary the medium and the message so that no one" (including top management) relies too much on ''traditional channels of communication."" (William H Peace, Harvard Business Review, 1986)
"Effective training programs are essential to identify needs for improvement wherever they might occur, and develop solutions to the concerns that we discover [...] before they become problems." (T Allen McArtor, [speech] 1987)
"To be effective, a manager must accept a decreasing degree of direct control." (Eric G Flamholtz & Yvonne Randal, "The Inner Game of Management", 1987)
"Effective people are not problem-minded; they're opportunity minded. They feed opportunities and starve problems." (Stephen Covey, "Daily Reflections for Highly Effective People", 1994)
"In effective personal leadership, visualization and affirmation techniques emerge naturally out of a foundation of well thought through purposes and principles that become the center of a person's life." (Stephen Covey, "Daily Reflections for Highly Effective People", 1994)
"Trust is the glue of life. It's the most essential ingredient in effective communication. It's the foundational principle that holds all relationships - marriages, families, and organizations of every kind - together." (Stephen Covey, "First Things First", 1994)
"At the very least" (there is certainly more), cybernetics implies a new philosophy about" (1) what we can know," (2) about what it means for something to exist, and" (3) about how to get things done. Cybernetics implies that knowledge is to be built up through effective goal-seeking processes, and perhaps not necessarily in uncovering timeless, absolute, attributes of things, irrespective of our purposes and needs." (Jeff Dooley, "Thoughts on the Question: What is Cybernetics", 1995)
"The thinking that underpins strategic planning is a legacy of more stable times when the environment was changing sufficiently slowly for an effective corporate response to emerge from methodical organisational routines." (Max Boisot, "Information Space", 1995)
"Enterprise Engineering is defined as that body of knowledge, principles, and practices having to do with the analysis, design, implementation and operation of an enterprise. In a continually changing and unpredictable competitive environment, the Enterprise Engineer addresses a fundamental question: 'how to design and improve all elements associated with the total enterprise through the use of engineering and analysis methods and tools to more effectively achieve its goals and objectives' [...]" (Donald H Liles, "The Enterprise Engineering Discipline", 1996)
"Managers must clearly distinguish operational effectiveness from strategy. Both are essential, but the two agendas are different. The operational agenda involves continual improvement everywhere there are no trade-offs. Failure to do this creates vulnerability even for companies with a good strategy. The operational agenda is the proper place for constant change, flexibility, and relentless efforts to achieve best practice. In contrast, the strategic agenda is the right place for defining a unique position, making clear trade-offs, and tightening fit. It involves the continual search for ways to reinforce and extend the company’s position. The strategic agenda demands discipline and continuity; its enemies are distraction and compromise." (Michael E Porter, "What is Strategy?", Harvard Business Review, 1996)
"Strategy is creating fit among a company’s activities. The success of a strategy depends on doing many things well - not just a few - and integrating among them. If there is no fit among activities, there is no distinctive strategy and little sustainability. Management reverts to the simpler task of overseeing independent functions, and operational effectiveness determines an organization’s relative performance. " (Michael E Porter, "What is Strategy?", Harvard Business Review, 1996)
"There's a fundamental distinction between strategy and operational effectiveness. Strategy is about making choices, trade-offs; it's about deliberately choosing to be different. Operational effectiveness is about things that you really shouldn't have to make choices on; it's about what's good for everybody and about what every business should be doing. " (Michael E Porter, "What is Strategy?", Harvard Business Review, 1996)
"Too many companies believe people are interchangeable. Truly gifted people never are. They have unique talents. Such people cannot be forced into roles they are not suited for, nor should they be. Effective leaders allow great people to do the work they were born to do." (Warren Bennis, "Organizing Genius: The Secrets of Creative Collaboration", 1997)
"An effective leader leaves a legacy; they leave their footprints on the road for others to follow. A good leader develops themselves and they develop others. They bring people together rather than divide them." (Joseph O’Connor, "Leading With NLP: Essential Leadership Skills for Influencing and Managing People", 1998)
"Arriving at standards is often easier said than done. Standard-making is a torturous, bickering process every time. And the end result is universally condemned - since it is the child of compromise. But for a standard to be effective, its adoption must be voluntary. There must be room to dissent by pursuing alternative standards at any time." (Kevin Kelly, "New Rules for the New Economy: 10 radical strategies for a connected world", 1998)
"Good leaders are ethical, responsible and effective. Ethical because leadership connects you to others through shared values. Responsible because leadership means self-development and not simply giving orders, however charismatically, to get others to do what you want. Effective because shared values and goals give the strongest motivation for getting tasks done. There are no guarantees, but this sort of leadership will bring you closer to people and give you the greatest chance of success." (Joseph O’Connor, "Leading With NLP: Essential Leadership Skills for Influencing and Managing People", 1998)
"True systems thinking, on the other hand, studies each problem as it relates to the organization’s objectives and interaction with its entire environment, looking at it as a whole within its universe. Taking your organization from a partial systems to a true systems state requires effective strategic management and backward thinking." (Stephen G Haines, "The Systems Thinking Approach to Strategic Planning and Management", 2000)
"Systems thinking means the ability to see the synergy of the whole rather than just the separate elements of a system and to learn to reinforce or change whole system patterns. Many people have been trained to solve problems by breaking a complex system, such as an organization, into discrete parts and working to make each part perform as well as possible. However, the success of each piece does not add up to the success of the whole. to the success of the whole. In fact, sometimes changing one part to make it better actually makes the whole system function less effectively." (Richard L Daft, "The Leadership Experience", 2002)
"Enterprise Architecture is the discipline whose purpose is to align more effectively the strategies of enterprises together with their processes and their resources" (business and IT). Enterprise architecture is complex because it involves different types of practitioners with different goals and practices. Enterprise Architecture can be seen as an art; it is largely based on experience but does not have strong theoretical foundations. As a consequence, it is difficult to teach, to apply, and to support with computer-aided tools." (Alain Wegmann, "On the systemic enterprise architecture methodology", 2003)
"Enterprise architecture is the organizing logic for business processes and IT infrastructure reflecting the integration and standardization requirements of a company's operation model. […] The key to effective enterprise architecture is to identify the processes, data, technology, and customer interfaces that take the operating model from vision to reality." (Jeanne W Ross et al, "Enterprise architecture as strategy: creating a foundation for business", 2006)
"Most dashboards fail to communicate efficiently and effectively, not because of inadequate technology" (at least not primarily), but because of poorly designed implementations. No matter how great the technology, a dashboard's success as a medium of communication is a product of design, a result of a display that speaks clearly and immediately. Dashboards can tap into the tremendous power of visual perception to communicate, but only if those who implement them understand visual perception and apply that understanding through design principles and practices that are aligned with the way people see and think." (Stephen Few, "Information Dashboard Design", 2006)
"Personal and organizational effectiveness is proportionate to the strength of leadership." (John C Maxwell, "The 21 Irrefutable Laws of Leadership", 2007)
"Enterprise architecture is the process of translating business vision and strategy into effective enterprise change by creating, communicating and improving the key requirements, principles and models that describe the enterprise's future state and enable its evolution. The scope of the enterprise architecture includes the people, processes, information and technology of the enterprise, and their relationships to one another and to the external environment. Enterprise architects compose holistic solutions that address the business challenges of the enterprise and support the governance needed to implement them." (Anne Lapkin et al, "Gartner Clarifies the Definition of the Term 'Enterprise Architecture", 2008)
"Management can be defined as the attainment of organizational goals in an effective and efficient manner through planning, organizing, staffing, directing, and controlling organizational resources." (Richard L Daft, "The Leadership Experience" 4th Ed., 2008)
"Checking the results of a decision against its expectations shows executives what their strengths are, where they need to improve, and where they lack knowledge or information." (Peter Drucker, "The Effective Executive", 2009)
"For values or guiding principles to be truly effective they have to be verbs. It's not 'integrity', it's 'always do the right thing'. It's not 'innovation', it's 'look at the problem from a different angle'. Articulating our values as verbs gives us a clear idea - we have a clear idea of how to act in any situation." (Simon Sinek, "Start With Why: How Great Leaders Inspire Everyone to Take Action", 2009)
"Efficiency refers to the amount of resources used to achieve the organization’s goals. It is based on the quantity of raw materials, money, and employees necessary to produce a given level of output. Effectiveness is a broader term, meaning the degree to which an organization achieves its goals." (Richard L Daft, "Organization Theory and Design", 3rd Ed., 2010)
"Data are essential, but performance improvements and competitive advantage arise from analytics models that allow managers to predict and optimize outcomes. More important, the most effective approach to building a model rarely starts with the data; instead it originates with identifying the business opportunity and determining how the model can improve performance." (Dominic Barton & David Court, "Making Advanced Analytics Work for You", 2012)
"Most leadership strategies are doomed to failure from the outset. As people have been noting for years, the majority of strategic initiatives that are driven from the top are marginally effective - at best." (Peter Senge, "The Dance of Change: The challenges to sustaining momentum in a learning organization", 2014)
"Strategy is ineffective if it cannot be articulated in terms of day-to-day tradeoffs." (Sriram Narayan, "Agile IT Organization Design: For Digital Transformation and Continuous Delivery", 2015)
"Good governance is less about structure and rules than being focused, effective and accountable." (Pearl Zhu, "Digitizing Boardroom: The Multifaceted Aspects of Digital Ready Boards", 2016)
"So everyone has and uses mental representations. What sets expert performers apart from everyone else is the quality and quantity of their mental representations. Through years of practice, they develop highly complex and sophisticated representations of the various situations they are likely to encounter in their fields - such as the vast number of arrangements of chess pieces that can appear during games. These representations allow them to make faster, more accurate decisions and respond more quickly and effectively in a given situation. This, more than anything else, explains the difference in performance between novices and experts." (Anders Ericsson & Robert Pool, "Peak: Secrets from the New Science of Expertise", 2016)
"An effective goal management system - an OKR system - links goals to a team’s broader mission. It respects targets and deadlines while adapting to circumstances. It promotes feedback and celebrates wins, large and small. Most important, it expands our limits. It moves us to strive for what might seem beyond our reach." (John Doerr, "Measure what Matters", 2018)
"KEY RESULTS benchmark and monitor HOW we get to the objective. Effective KRs are specific and time-bound, aggressive yet realistic. Most of all, they are measurable and verifiable. […] You either meet a key result’s requirements or you don’t; there is no gray area, no room for doubt." (John Doerr, "Measure what Matters", 2018)
"Organizations that rely too heavily on org charts and matrixes to split and control work often fail to create the necessary conditions to embrace innovation while still delivering at a fast pace. In order to succeed at that, organizations need stable teams and effective team patterns and interactions. They need to invest in empowered, skilled teams as the foundation for agility and adaptability. To stay alive in ever more competitive markets, organizations need teams and people who are able to sense when context changes and evolve accordingly." (Matthew Skelton & Manuel Pais, "Team Topologies: Organizing Business and Technology Teams for Fast Flow", 2019)
"Effective leadership is putting first things first. Effective management is discipline, carrying it out." (Stephen Covey)
"If you do not conduct sufficient analysis and if you do not have firm technical knowledge, you cannot carry out improvement or standardization, nor can you perform good control or prepare control charts useful for effective control." (Kaoru Ishikawa)
"The normal 'cascade' strategy for implementing change is usually ineffective, because memories remain embedded in the way the organization works after the change. This applies particularly if the change relates to the culture rather than to work practices or systems." (Dick Beckhard)
"You cannot standardize or control effectively without intrinsic technology." (Kaoru Ishikawa)
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