Jack Welch quote: “In GE every day, there's an informal, unspoken personnel review—in the lunchroom, the hallways, and in every business m…”

“If you like business, you have to like GE. If you like ideas, you have to love GE. This is a place where ideas can flow freely from and through more than 20 separate businesses and more than 300,000 employees. Boundaryless behavior allows ideas to come from anywhere. We formalize our freewheeling style in a series of operating meetings that blend into one another.”

Jack Welch (1935) American executive: General Electric CEO

Section IV introduction.
Jack: Straight from the Gut (2001)

“We are the only ones who can harness the power of software and deliver it through devices and services that truly empower every individual and every organization. We are the only company with history and continued focus in building platforms and ecosystems that create broad opportunity.”

Satya Nadella (1967) CEO of Microsoft appointed on 4 February 2014

Meet the new CEO: Satya Nadella's email to Microsoft employees http://infoworld.com/d/the-industry-standard/meet-the-new-ceo-satya-nadellas-email-microsoft-employees-235678 in InfoWorld (4 February 2014)

“Six Sigma has forever changed GE. Everyone—from the Six Sigma zealots emerging from their Black Belt tours, to the engineers, the auditors, and the scientists, to the senior leadership that will take this Company into the new millennium—is a true believer in Six Sigma, the way this Company now works.”

Jack Welch (1935) American executive: General Electric CEO

Cited in: Peter S. Pande, Robert P. Neuman, and Roland R. Cavanagh. The six sigma way. McGraw-Hill,, 2000. p. 4

“Where the bricks are fallen
We will build with new stone
Where the beams are rotten
We will build with new timbers
Where the word is unspoken
We will build with new speech
There is work together
A Church for all
And a job for each
Every man to his work.”

T.S. Eliot (1888–1965) 20th century English author

Choruses from The Rock (1934)

“It is my dream that one day, great buildings like this one will exist in every corner of the world so every child can grow up with the opportunity to succeed.”

Malala Yousafzai (1997) Pakistani children's education activist

Inauguration of Library of Birmingham, Jan 2013

“Industrial age companies created sharp distinctions between two groups of employees. The intellectual elite—managers and engineers—used their analytical skills to design products and processes, select and manage customers, and supervise day-to-day operations. The second group was composed of the people who actually produced the products and delivered the services. This direct labor work force was a principal factor of production for industrial age companies, but used only their physical capabilities, not their minds. They performed tasks and processes under direct supervision of white-collar engineers and managers. At the end of the twentieth century, automation and productivity have reduced the percentage of people in the organization who perform traditional work functions, while competitive demands have increased the number of people performing analytic functions: engineering, marketing, management, and administration. Even individuals still involved in direct production and service delivery are valued for their suggestions on how to improve quality, reduce costs, and decrease cycle times…
Now all employees must contribute value by what they know and by the information they can provide. Investing in, managing, and exploiting the knowledge of every employee have become critical to the success of information age companies”

David P. Norton (1941) American business theorist, business executive and management consultant

Source: The Balanced Scorecard, 1996, p. 5-6

“Industrial age companies created sharp distinctions between two groups of employees. The intellectual elite—managers and engineers—used their analytical skills to design products and processes, select and manage customers, and supervise day-to-day operations. The second group was composed of the people who actually produced the products and delivered the services. This direct labor work force was a principal factor of production for industrial age companies, but used only their physical capabilities, not their minds. They performed tasks and processes under direct supervision of white-collar engineers and managers. At the end of the twentieth century, automation and productivity have reduced the percentage of people in the organization who perform traditional work functions, while competitive demands have increased the number of people performing analytic functions: engineering, marketing, management, and administration. Even individuals still involved in direct production and service delivery are valued for their suggestions on how to improve quality, reduce costs, and decrease cycle times…
Now all employees must contribute value by what they know and by the information they can provide. Investing in, managing, and exploiting the knowledge of every employee have become critical to the success of information age companies”

Robert S. Kaplan (1940) American accounting academic

Source: The Balanced Scorecard, 1996, p. 5-6

“Our focus in the client group had always been to build products and features that people wanted to use. That we wanted to use. That our moms wanted to use.”

Jamie Zawinski (1968) American programmer

JWZ
http://www.jwz.org/doc/groupware.html
Groupware.

“The human heart is a great city, teeming with myriad people, full of business and mighty doings, and we wander its crowded streets unutterably alone; we do not know what it is all about.”

Frank Crane (1861–1928) American Presbyterian minister

Four Minute Essays Vol. 5 (1919), The Human Heart

“There is a great satisfaction in building good tools for other people to use.”

Freeman Dyson (1923) theoretical physicist and mathematician

Disturbing the Universe (1979), Pt. 1, Ch. 1

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