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Quote by Umair Haque

“We're richer, but that wealth doesn't reflect durable, authentic economic value - which is hitting fast diminishing returns. The growth that we're pursuing is neither sustainable - nor is it, in many ways, real growth at all. Boardrooms from finance to autos to energy to pharma to fashion have learned that the hard way.”

Quote by Umair Haque

Author

Umair Haque is a renowned author whose works span across various fields such as business, innovation, and social change. His writings delve into the intricacies of achieving sustainable development and positive social impact in a rapidly evolving world. more

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“Let's face it: Most companies in most industries have a kind of tunnel vision. They chase the same opportunities that everyone else is chasing, they miss the same opportunities that everyone else is missing. It's the companies that see a different game that win big. The most important question for innovators today is: What do you see that the competition doesn't see?”

“The fact that used cars is our largest category is a good example. We would not have sat in a conference room and said, "Hey, how about used cars?" So what can be learned that is extensible to other companies is to ask what are your customers doing with your products that maybe you didn't anticipate that they would do? How do you think of your customers as your research and development lab, as opposed to having an R&D lab at headquarters?”

“I think Google's founders are both a couple of guys with some high ideals which have been to some degree reflected in the way the company has been run in terms of its having a very good workplace and good employee programs, and now that they're going public they want in some ways to be able to ensure that that kind of approach continues. So they've effectively put in place this notion of "Don't Be Evil".”

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Author:Joel Bakan

“The whole difficulty I think that that we're facing now is the question of who is going to ensure that corporations are accountable. The problem with leaving it to activists and non-governmental organizations-even with the tool of the Internet at their disposal-is that those organizations and those people don't have the legal right to compel corporations to disclose information, and that is something that governments can do.”

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Author:Joel Bakan

“Governments can can send inspectors to companies. Governments can put legal requirements in place to disclose information that consumers and workers and other interested people need. Non-governmental organizations don't have that legal power and to me, that's what imposes substantial limitiations on how far we can go with trying to keep corporations accountable though non-governmental measures.”

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“Now, I don't mean to say that being wrong is the same thing as being creative. What we do know is, if you're not prepared to be wrong, you'll never come up with anything original. If you're not prepared to be wrong. And by the time they get to be adults, most kids have lost that capacity. They have become frightened of being wrong. And we run our companies like this, by the way, we stigmatize mistakes. And we're now running national education systems where mistakes are the worst thing you can make.”

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Author:Ken Robinson

“It's like heroin: You do a little and you want a little bit more. Raising prices is the easy way.”

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“We make ourselves a ladder out of our vices if we trample the vices themselves underfoot.”

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“Well, years and years ago, I started to ask myself three very simple questions, which dominated my life for many years. One of them was, "Why are organizations everywhere, whether commercial, social, or religious, increasingly unable to manage their affairs?" The second question was, "Why are individuals throughout the world increasingly in conflict with and alienated from the organizations of which they're a part?" And the third was, "Why are society and the biosphere increasingly in disarray?"”

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Author:Dee Hock

“To put it another way, I believe that purpose and principle, clearly understood and articulated, and commonly shared, are the genetic code of any healthy organization. To the degree that you hold purpose and principles in common among you, you can dispense with command and control. People will know how to behave in accordance with them, and they'll do it in thousands of unimaginable, creative ways. The organization will become a vital, living set of beliefs.”