[S]ince he acts in all purity, without any guile, society is prompt to reject him
http://www.nybooks.com/articles/archives/1985/jun/13/on-krazy-kat-and-peanuts/
[S]ince he acts in all purity, without any guile, society is prompt to reject him
http://www.nybooks.com/articles/archives/1985/jun/13/on-krazy-kat-and-peanuts/
However, CEOs often just tell their companies that they “must execute the strategy better.” Clearly this advice isn’t very helpful, as it’s as obvious as saying, “Let’s all just do a better job!” What companies need is to identify specifically what it is that they must execute better. For example, “improve the speed of deliveries” would be a far more helpful instruction, one that could help a company achieve its strategic goal of improving customer service.
From the Blinkist summary of The Halo Effect
The answer, Sacconaghi thinks, is a bunch of things: CEOs and their CIOs don’t believe in IT value as much today as they used to, even though they do still believe in it; factors such as commoditization have led to deflation in IT prices; customers are hesitant because various new ‘architectures” such as cloud computing, CIOs are stuck evaluating new stuff a lot; and spending has lagged the recovery in corporate profits post-recession.