Li Ning Quotes

In an organization that is unwilling to change, find the opportunity to talk and interact with people - figure out why they don't want to change. It could be habits. It could be people's personal equities and reputations are defined by the role they're in or the process they've mastered.

Competence is the enemy of change!

It's generally much easier to kill an organization than to change it substantially.

The reason men oppose progress is not that they hate progress, but that they love inertia.

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 company-as-a-machine model fits how people think about and operate conventional companies. And, of course, it fits how people think about changing conventional companies: You have a broken company, and you need to change it, to fix it.

Turning a culture around is very difficult to do because it's based on a series of many, many decisions, and the organization is framed by those decisions.

It all sounds almost silly, but the fact is that the only way to change a corporate culture is to just change it.

You get a culture of entrepreneurship after you have successfully changed the accountability system so that people can use a better process. Process drives culture, not the other way around, so you can't just change the culture, you have to change the system.

When you have a model that's worked very well, it's very hard to change.

If you want to change the culture, you will have to start by changing the organization.

[Independent Federal] agencies, like other bureaucracies don’t like being transformed.. They have cultures and they want to preserve those cultures.

Too often, companies focus on systems and structures that facilitate cultural change at the mid-management level, overlooking problems closer to the top.

Because we've always done it that way.' During my 12-year tenure as a special agent with the U.S. Secret Service, I heard those words all too often. The agency, in my experience, has an entrenched management culture resistant to change.

When a culture is broken, the cracks show - morale is weakened, but so is profit and performance. That's why culture has to be at the core of any business transformation.

It follows that acceleration in the rate of change will result in an increasing need for reorganization. Reorganization is usually feared, because it means disturbance of the status quo, a potential threat to peoples vested interests in their jobs, and an upset to established ways of doing things. For these reasons, needed reorganization is often deferred. With a resulting loss in effectiveness and increase in costs.

Competent people are the most resistant to change

If I can impact an executive and his or her team, I can help to change the culture of an organization.

I think one of the main challenges that the World Bank faces is creating an organizational structure that doesn't get in the way of its staff. We have fantastic staff. People told me as I was coming into the organization that the greatest asset of the World Bank Group is its staff, and I think there's no question that that's the case.

Managers are trained to make incremental, programmatic improvements. They aren't trained to lead large-scale change.

Many corporate leaders and employees have the right intentions, but it can be overwhelming when you consider how everything is affected from leadership styles, to organizational structure, to employee engagement, to customer service an marketplace.

People don't make changes because things are wonderful.

You don't implement change easily in Japan unless you explain very clearly why you need to do this change, how you're going to do this change and what's going to be the outcome of this change. If you offset or you forget to explain one of these three steps you're not going to do it.

Multiple mergers can be challenging because people come from different backgrounds.

What is clear is that business leaders must commit to champion change - to be transparent about their goals for change, to align their incentives systems to drive the change, and to make sure their work environments are flexible in a way that allows men and women who choose to work to be able to achieve all of their potential.