Q: You and Larry David wrote Seinfeld together, without a traditional writers’ room, and burnout was one reason you stopped. Was there a more sustainable way to do it? Could McKinsey or someone have helped you find a better model?
A: Who’s McKinsey?
Q: It’s a consulting firm.
A: Are they funny?
A: Then I don’t need them. If you’re efficient, you’re doing it the wrong way. The right way is the hard way. The show was successful because I micromanaged it—every word, every line, every take, every edit, every casting. That’s my way of life.
Archives › Bancuri
Suna o tipa la un numar:
– Alo, scoala de dans si bune maniere?
I se raspunde:
– P**a dans, numa’ bune maniere…
Putin este intrebat la vama din Ucraiana de ofiterul de serviciu:
– Nu, doar vizita.
What do you do with 365 used condoms?
Melt them down, make a tire, and call it a Goodyear.
In Romania autostrazile sunt ca organele genitale ale bărbaților. Ne bucuram de fiecare centimetru in plus!
De pe diseara.ro
Trimitand un cal imens la Banca Centrala Europeana:
Left outside the European Central Bank in the dead of night, the horse has now been moved into the ECB’s central lobby where it is proudly on display.
A Japanese company and a North American company decided to have a canoe race on the St. Lawrence River. Both teams practiced long and hard to reach their peak performance before the race.
On the big day, the Japanese won by a mile. The North Americans, very discouraged and depressed, decided to investigate the reason for the crushing defeat.
A management team made up of senior management was formed to investigate and recommend appropriate action. Their conclusion was the Japanese had 8 people rowing and 1 person steering, while the North American team had 8 people steering and 1 person rowing. So, North American management hired a consulting company and paid them a large amount of money for a second opinion.
They advised that too many people were steering the boat, while not enough people were rowing.
To prevent another loss to the Japanese, the rowing team’s management structure was totally reorganized to 4 steering supervisors, 3 area steering superintendents and 1 assistant superintendent steering manager. They also implemented a new performance system that would give the 1 person rowing the boat greater incentive to work harder.
It was called the ‘Rowing Team Quality First Program’, with meetings, dinners and free pens for the rower. There was discussion of getting new paddles, canoes and other equipment, extra vacation days for practices, and bonuses.
The next year the Japanese won by two miles. Humiliated, the North American management laid off the rower for poor performance, halted development of a new canoe, sold the paddles, and canceled all capital investments in new equipment. The money saved was distributed to the Senior Executives as bonuses and the next year’s racing team was outsourced to India.