"the UAW agreed to defer its cost-of-living adjustment and eliminate its annual improvement increases. Henceforth, as the productivity of the American economy increased, the wages of American workers would not increase with it. Tide and boats parted company."
The best solutions come from defining and understanding the best problems.
“Don’t confuse the problem with objectives – one you solve, the other you achieve”. - Peter Biggs, Chief Executive, Clemenger BBDO Melbourne"
"But one day, just before 5pm, I had a piece of her copy in front of me, and was getting ready to edit it. Not surprisingly, given that it was one of her first pieces of work, it was all over the place. So I asked her to join me at my computer, so I could explain the changes as I edited it. It was how I was taught (well, apart from the fact that it was typewriters in my day). After a couple of minutes, she pointed out that it was now after 5pm, and she was only paid until five, so could she go please? That was fine, but I never wasted any more of my time teaching her after that. Another conversation I’ve found myself having with fellow editors over the years, which I’m sure can be applied in any creative industry, is that reporters tend to break into two groups. There are those who deliver on every story, and those who can explain to you that they left messages with everyone they were told to and nobody called back."
48% of sales people never follow up with a prospect
25% of sales people make a second contact and stop
12% of sales people make more than three contacts
2% of sales are made on the first contact
3% of sales are made on the second contact
5% of sales are made on the third contact
10% of sales are made on the fourth contact
80% of sales are made on the fifth to twelfth contact
"Part of the reason we get seduced by hustle is, in the absence of actual flow, activity feels good. It feels right. It feels like we’re doing something, regardless of how poor our actual productivity might be. Furthermore, very few of us have had the luxury of learning our own state of flow. Everything we’ve done has been based on someone else’s demands. We followed our school’s demands, our parents’ demands, our boss’s demands. We never learned to work according to our own needs."
"It’s tempting, at least for the people benefitting from the old complexity, to imagine that if things used to be complex, and they’re going to be complex, then everything can just stay complex in the meantime. That’s not how it works, however."
"ATT, like most organizations, could not be good at the thing it was good at and good at the opposite thing at the same time."
And as for digital culture, Gov.uk has a digital transformation strapline Ashley considers as succinct as possible:
Digital services so good, people prefer to use them."
"We look at numbers, because after all numbers are so damn comforting, especially when you’re hitting them. Who cares if the numbers you’re hitting are not the ones you should be focusing on? You’re hitting them."
"Walmart gets its story out better these days. But the reason the story resonates is that it’s a story of real change. So here’s my advice: If a drumbeat of criticism starts up against your company, don’t rush to raise your voice above it. Stop to listen. And commit to getting better."
"Information sharing and peer review are the norm. …. More coaches than bosses, lots of peer reviews."
"Some will suggest a media financial audit. But you only have the right to audit the agency’s accounts related to your business. What if the fund is passed through a related third party such as another entity owned by the holding company? Or what if the value is provided through bonus inventory which is being monetized with another client’s account which you cannot audit?"
"Adaptive change is about being comfortable with ambiguity, admitting that you don’t know all the answers, but that instead it is enough just to frame the question."