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The way innovating companies are designed leaves ambiguities, overlaps, decision conflicts or decision vacuums in some parts of the organisation. People rail at this, curse it-and invent innovative ways to overcome it.

Rosabeth Moss Kanter

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Rosabeth Moss Kanter
Age: 81
Born: 1943
Born: March 15
Economist
Professor
Sociologist
Teacher
University Teacher
Writer
Cleveland
Ohio
Ways
Designed
Innovating
Decision
Curse
Vacuums
Company
Overcome
Rail
Business
Companies
Organisation
Way
Leaves
Ambiguity
People
Overcoming
Conflicts
Parts
Innovative
Overlaps
Conflict
Invent
Ambiguities

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Money should never be separated from values. Detached from values it may indeed be the root of all evil. Linked effectively to social purpose it can be the root of opportunity.
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A basic truth of management - if not of life - is that nearly everything looks like a failure in the middle.
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Leadership is one of the most enduring, universal human responsibilities.
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To stay ahead, you must have your next idea waiting in the wings.
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The very lack of opportunity the group faces creates a self-defeating cycle and puts pressure on members to limit their aspirations.
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Creativity does not derive from order but from the attempt to impose order where it does not exist, to make new connections.
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The behavior of people and the culture of an organization are very different in winning streaks and losing streaks. But what both have in common is their momentum - once winners' or losers' habits and culture take hold, they tend to perpetuate themselves.
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Those enjoying winning streaks thus win twofold. They win not only the game but also the right to greater self-determination. They become masters of their own fate. That feeling of efficacy, of being in charge of circumstances, is the essence of confidence. Winning once or twice is encouraging, but winning continuously is empowering.
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The degree to which the opportunity to use power effectively is granted to or withheld from individuals is one operative difference between those companies which stagnate and those which innovate.
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It is easier to talk about money -- and much easier to talk about sex -- than it is to talk about power. People who have it deny it people who want it do not want to appear to hunger for it and people who engage in its machinations do so secretly.
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A great idea is not enough.
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Companies used to be able to function with autocratic bosses. We don't live in that world anymore.
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I wonder whether there has been too much emphasis on teaching women to conform, to fit into the system. Certainly that suits conservative organizations in conservative times. But now ... innovation and creativity are necessary.
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Too many people let others stand in their way and don't go back for one more try.
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Thinkers, makers and traders are the DNA of the world class company
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I was determined to achieve the total freedom that our history lessons taught us we were entitled to, no matter what the sacrifice.
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Leaders is the new organisation do not lack motivational tools, but the tools are different from those of traditional corporate bureaucrats. The new rewards are based not on status but on contribution, and they consist not of regular promotion and automatic pay rises, but of excitement about the mission and a share of the glory of success.
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Confidence makes you willing to try harder and attracts the kind of support from others that makes winning possible.
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After years of telling corporate citizens to 'trust the system,' many companies must relearn instead to trust their people - and encourage their people to use neglected creative capacities in order to tap the most potent economic stimulus of all: idea power.
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The Martha Stewart trial makes clear how far women have risen in the business world. America can be proud of our equal-opportunity prosecution and conviction.
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