I Just Think We Should Look At

The More Successful Enterprises Are The More They Try To Replicate, Duplicate, Codify What Makes Us Great. And Suddenly They're Inward Thinking. They're Thinking How Can We Continue To Do What We've Done In The Past Without Understanding That What Made Them Successful Is To Take Risks, To Change And To Adapt And To Be Responsive. And So In A Sense Success Breeds Its Own Failure. And I Think It's True Of A Lot Of Successful Businesses.

I Don't Want To Use The Word Reorganization. Reorganization To Me Is Shuffling Boxes, Moving Boxes Around. Transformation Means That You're Really Fundamentally Changing The Way The Organization Thinks, The Way It Responds, The Way It Leads. It's A Lot More Than Just Playing With Boxes.

The Real Mechanism For Corporate Governance Is The Active Involvement Of The Owners.

I Think Values Are Really, Really Important, But I Also Think That Too Many Values Are Just Words.

Fixing Culture Is The Most Critical − And The Most Difficult − Part Of A Corporate Transformation… In The End, Management Doesn’t Change Culture. Management Invites The Workforce Itself To Change The Culture.