Discover the most popular and inspiring quotes and sayings on the topic of Incorporating. Share them with your friends on social media platforms like Facebook, Twitter, or your personal blogs, and let the world be inspired by their powerful messages. Here are the Top 100 Incorporating Quotes And Sayings by 94 Authors including David R. Hawkins,Harvey Mackay,Edna St. Vincent Millay,Morton Blackwell,Brad D. Smith for you to enjoy and share.
In acceptance, there is a decreased preoccupation with "doingness," a growing focus on the quality of beingness itself,
One of the most difficult things in life for any individual or business is to accept and adopt change.
What can I give for
Your knowledge
Of when to expand
And when to contract -
This instructed, more academic college
Of when to act?
Expand the leadership.
At Intuit, we've introduced concepts like unstructured time to enable individuals and small teams to be entrepreneurial and identify new processes or product ideas.
Understand and harness the principles of disruptive innovation.
Innovation invasion is a brand's wheel that turns fortunes
Action is the means through which the intangible becomes tangible.
The transaction will enable us to become a single source of integrated products and services that building owners want in order to optimize comfort and energy efficiency
Armed with an awareness of how investors value intangibles,
Acceptance is the vessel of realization.
We continue to look at accretive and synergistic acquisitions both in the domestic as well as international markets. Our emphasis, thus, will be on strategic acquisitions, and we will not be doing it just for the sake of making our name bigger.
Grove's Law: All large organizations with a common business purpose end up in a hybrid organizational form.
As an innovator, you need to be aware of how traditions, habits and bias can act as barriers to accepting new ideas.
It is commonly believed that innovations create changes - but few ever do. Successful innovations exploit changes that have already happened.
Successful innovations become conventions.
We each have a litany of holiday rituals and everyday habits that we hold on to, and we often greet radical innovation with the enthusiasm of a baby meeting a new sitter. We defend against it and - not always, but often enough - reject it. Slowly we adjust, but only if we have to.
[The integrative system] deals with such matters as respect, legitimacy, community, friendship, affection, love, and of course their opposites, across a broad scale of human relationships and interactions.
Multiple mergers can be challenging because people come from different backgrounds.
The large organization has to learn to innovate, or it won't survive.
The basis for true change is freedom from negativity. And that's what acceptance implies: no negativity about what is. And then you see what this moment requires: what is it that is required now so that life can express itself more fully?
Acceptance is the sense of belonging.
The successful implementation of creative ideas within an organization.
To reboot your association for success, you must shift your beliefs to realize how vitally important key investments in technology can be as an ongoing and personalized communication tool with your members.
We're looking to have the ability to come in and be able to capitalize on the marketing in order to grow the top-line. We basically leverage what has worked with our other successful acquisitions - investment in marketing, retention and student services.
If we come to the conclusion after 90 days that the synergies are big enough to justify the efforts, then we can go to the second step, which consists of saying: what would be the best organization and conditions - including shareholdings - in order to make sure the synergies happen.
I'm not for integration and I'm not against it.
We expand what we focus on.
Even in an organization that's doing something big and bold, there's the mundane, day-to-day execution work of keeping it going. But people need to stay connected to the boldness, to the vision, and stay plugged in to the main vein of the dream.
Originality finds the unexpected but inevitable next step.
When companies get bigger they try to replicate their success. But they assume their magic came from process. They try to use processes to substitute content.
When we leverage, we aggregate and organize existing resources to achieve success.
No other area offers richer opportunities for successful innovation than the unexpected success. In no other area are innovative opportunities less risky and their pursuit less arduous. Yet the unexpected success is almost totally neglected; worse, managements tend actively to reject it.
I'm building a large company.
And our size: The company this year is going to be close to $50 billion, so if that's the case and you can continue to grow that fast, I would rather put my energies to solving customer problems and growing our business than worrying about integrating and laying people off.
Collaboratition: the art of working with our competitors.
So imagine that fans of our products or services no longer simply consume and use them. Now we are creating a new opportunity for them to both participate directly in the development of the products but also benefit from a share of the profits too.
When you let intution have its way with you, you open up new levels of the world. Such opening-up is the most practical of all activities.
The process is about leadership and about taking people to places that they cannot get to on their own, while they are still feeling comfortably in control of a buying decision
We do not quite say that the new is more valuable because it fits in; but its fitting in is a test of its value - a test, it is true, which can only be slowly and cautiously applied, for we are none of us infallible judges of conformity.
Intemperance is the physician's provider.
Adopt and change before any major trends or changes.
When I worked at Yahoo, I saw a lot of acquisitions. Some succeeded, and some failed. I think I have learned from that.
We try to preach innovation. We provide resources; we invite speakers in from universities to talk about new ideas.
The company's most urgent task is to learn to welcome, beg for, demand - innovation from everyone.
When a company identifies how to integrate the processes needed to give the consumer a sense of job completion, it can blow away the competition. A product is easy to copy, but experiences are very hard to replicate.
Avoid contradiction. Clear institutional identity helps give you the competitive edge.
Often, proposal writers fall into the trap of talking about how great their firm is and forgetting to identify how it impacts or intersects with the reader.
Intemperance is a dangerous companion. It throws many people off their guard, betrays them to a great many indecencies, to ruinous passions, to disadvantages in fortune; makes them discover secrets, drive foolish bargains, engage in play, and often to stagger from the tavern to the stews.
I like to tell people that all of our products and business will go through three phases. There's vision, patience, and execution.
We're building the ultimate experience for fun, flexibility, and empowerment where you can rent a car, fill it with discounted gas, meet new people, stop for a Starbucks coffee, and have your earnings deposited into your bank account all in the same day.
CA means Challenge it, Achieve it, Loop it. I am a Chartered Accountant.
Every startup has a chance to change the world, by bringing not just a new product, but an entirely new institution into existence.
Acceptance and validation are the fuels of the future.
Successful (working) but undesigned applications carry the seeds of their own destruction; they are easy to write, but gradually become impossible to change.
A well-worn adage advises those who set out upon a great enterprise to count the cost, yet some of the greatest enterprises have succeeded because the people who undertook them did not count the cost.
The locus of corporate innovations has been product development. But in times of rapid and unpredictable change, the creation of individual products becomes less important than the creation of a general organizational aptitude for innovation.
Organisations are now confronted with two sources of change: the traditional type that is initiated and managed; and external changes over which no one has control.
All MBA have said are correct, but they can't execute it.
Like any small business owner, I experienced the pressures of building a company from the ground up - developing a business plan, balancing the books, meeting payroll and building a customer base.
The class focuses intensely on making people more comfortable with doing a wider range of things - such as networking, self-promotion, building their own personal brand, cleverly acquiring resources, getting known - that they may have been less comfortable with before.
What we say here every day is that our success is really based on our members' success, our community's success. We've created an infrastructure and laid some basic ground rules to create this marketplace.
The speed at which a business success is recognized, furthermore, is not that important as long as the company's intrinsic value is increasing at a satisfactory rate. In fact, delayed recognition can be an advantage: It may give us the chance to buy more of a good thing at a bargain price.
Organizational success comes when IT and business act from "IT vs. business" to IT is business" - a true partnership.
Eat, sleep & Breathe your business to ensure it's success
Innovations are the magnificent elevators of a transformational life.
Corporate policies and procedures are designed with one aim: to harness a man to the plow and make him produce. But the soul refuses to be harnessed; it knows nothing of Day Timers and deadlines and P&L statements. The soul longs for passion, for freedom, for life.
When we start a new venture, we base it on hard research and analysis. Typically, we review the industry and put ourselves in our customer's shoes to see what we could do better.
Tradition is a challenge to innovation..
Over these years, I have irrevocably transferred a significant part of the shareholding in Wipro, amounting to 39% of the shares of Wipro, to a trust.
We're supposed to be an entrepreneurial company; we're meant to be expanding and looking for opportunities - but the minute you do it, you get your head bashed in.
The heart and soul of the company is creativity and innovation.
By questioning all the aspects of our business, we continuously inject improvement and innovation into our culture.
You carve out the organization's character through your daily choices. You shape its conscience as you exercise your own.
When you're building a business, you're either all in, or you're not.
One key ingredient to successful technology integration is not forgetting the autonomy and the fun.
We get talent and scale from mergers.
Eighty percent of the cases used in the typical MBA program are about successful companies. Students graduate with this notion that 'If I do everything that the people in those cases did, then my organization will grow and be successful, too.'
Events need their invitation, dissolutions their start.
the key to surviving change: embracing it, however cumbersomely, or gracefully, one can.
Any organisation develops people; it either forms them or deforms them.
The wild life of today is not ours to do with as we please. The original stock was given to us in trust for the benefit both of the present and the future. We must render an accounting of this trust to those who come after us.
But an innovation, to grow organically from within, has to be based on an intact tradition, so our idea is to bring together musicians who represent all these traditions, in workshops, festivals, and concerts, to see how we can connect with each other in music.
Innovation: Imagine the future and fill in the gaps.
Ultimately, it is
through concrete communication practices that participation is put into practice,
maintained, and evaluated.
When you need to innovate, you need collaboration.
Whenever you look at any potential merger or acquisition, you look at the potential to create value for your shareholders.
Every vital organization owes its birth and life to an exciting and daring idea.
Try to establish the value of a company.
Why should I disguise what you know so well, but what the crowd never dream of? We companies are all birds of prey; mere birds of prey. The only question is, whether in serving our own turn, we can serve yours too; whether in double-lining our own nest, we can put a single living into yours.
You invest yourself in what you believe can succeed.
You're the key barrier to your organization's innovation, because you are serious and you believe you know what your customers want.
What is the next step, the practical application?
- I will answer that the
absolutely vital thing is to consolidate your understanding, to become
capable of enjoyment, of living in the present, and of the discipline
which this involves. Without this you have nothing to give.
Integration is a basic law of life; when we resist it, disintegration is the natural result, both inside and outside of us. Thus we come to the concept of harmony through integration.
A Venture Culture. Robert S. Adelson Managing Partner, Osage Partners Our
Organisation - key to success.
I have long aspired to make our company a noble prototype of industry, penetrating in science, reliable in engineering, creative in aesthetics and wholesomely prosperous in economics.
Most companies overlook the most basic of all training functions: the onboarding of new employees into their corporate culture.
Understanding leads to acceptance.
You can bring tremendous value to your business, your customers, and yourself by becoming proficient at bringing in new business.