“Success in the long run has less to do with finding the best idea, organizational structure, or business model for an enterprise, than with discovering what matters to us as individuals.”

— Jerry I. Porras

Jerry Porras, Stewart Emery and Mark Thompson. Success Built to Last: Creating A Life That Matters, Wharton School Publishing, 2006. p. 3-4

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Jerry I. Porras6

American writer 1938

Donald H. Liles (1947) American engineer

Joseph Sarkis, Adrien Presley and Donald H. Liles (1995) "The management of technology within an enterprise engineering framework." in: Computers & industrial engineering.

“The best Six Sigma projects begin not inside the business but outside it, focused on answering the question—how can we make the customer more competitive? What is critical to the customer’s success?… One thing we have discovered with certainty is that anything we do that makes the customer more successful inevitably results in a financial return for us.”

Jack Welch (1935) American executive: General Electric CEO

As cited in: Peter S. Pande, Robert P. Neuman, and Roland R. Cavanagh. The six sigma way. McGraw-Hill,, 2000. p. 6

“The pandemic has been a lesson for all of us. It taught us what really matters. Our priority should be to find happiness in every little thing instead of materialism. Materialistic things should not matter more than this. Face the challenges instead of running away.”

Nitin Pujari (1990) Indian spiritual leader , Pujari at Salasar Bala ji Rajasthan

During the pandemic in India
Source: https://www.5darianews.com/news/359376-Nitin-Pujari-The-power-of-positivity-gratitude-and-prayer-during-the-pandemic

“No matter our talent, we all know in the midnight of our souls that 90 percent of what we do is less than our best.”

Robert McKee (1941) American academic specialised in seminars for screenwriters

Source: Story: Substance, Structure, Style, and the Principles of Screenwriting

“It is not adequate merely to produce running code. In the long term, enterprise value lies in the models themselves. They have intrinsic value in their own right, as they constitute the baseline for managing change”

John Zachman (1934) American computer scientist

Zachman cited in: Carol O'Rourke, Neal Fishman, Warren Selkow (2003) Enterprise architecture using the Zachman Framework. p. 538

“All too often, a successful new business model becomes the business model for companies not creative enough to invent their own.”

Gary Hamel (1954) American management expert

Source: Leading the Revolution, 2002, p. 46

“Reference models can be quite comprehensive, consisting of hundreds or thousands of model objects. This is why various levels of aggregation are used. Reference models provide enterprises with an initial process engineering solution, letting them determine the degree of detail of the model and the business content.”

August-Wilhelm Scheer (1941) German business theorist

Source: ARIS architecture and reference models for business process management (2000), p. 380.

“We learn wisdom from failure much more than from success. We often discover what will do, by finding out what will not do; and probably he who never made a mistake never made a discovery.”

Samuel Smiles (1812–1904) Scottish author

Source: Self-Help; with Illustrations of Character and Conduct (1859), Ch. XI : Self-Culture — Facilities and Difficulties

“There are several world view assumptions present in enterprise engineering. The first assumption is that the enterprise can be viewed as a complex system. This is necessary because systems in organizations are systems of organized complexity. Complexity is the result of the multiplicity and intricacy of man’s interaction with other components of the system. Secondly, the enterprise is to be viewed as a system of processes. These processes are engineered both individually and holistically. The final assumption is the use of engineering rigor in transforming the enterprise. The enterprise engineering paradigm views the enterprise as a complex system of processes that can be engineered to accomplish specific organizational objectives. In the Enterprise Engineering paradigm, the enterprise is viewed as a complex system of processes that can be engineered to accomplish specific organizational objectives.”

Donald H. Liles (1947) American engineer

Source: Enterprise modeling within an enterprise engineering framework (1996), p. 993

“As information systems play a more active role in the management and operations of an enterprise, the demands on these systems have also increased. Departing from their traditional role as simple repositories of data, information systems must now provide more sophisticated support to manual and automated decision making; they must not only answer queries with what is explicitly represented in their Enterprise Model, but must be able to answer queries with what is implied by the model. The goal of the TOVE Enterprise Modelling project is to create the next generation Enterprise Model, a Common Sense Enterprise Model. By common sense we mean that an Enterprise Model has the ability to deduce answers to queries that require relatively shallow knowledge of the domain.”

Mark S. Fox (1952) Canadian computer scientist and Professor of Industrial Engineering

Source: Methodology for the Design and Evaluation of Ontologies (1995), p. 1: Introduction

“Success in the long run has less to do with finding the best idea, organizational structure, or business model for an enterprise, than with discovering what matters to us as individuals.”

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Jerry I. Porras6

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