Kevin Kelly Quotes

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

I've seen, all too often in my career, people coming in to lead agencies and organizations and trying to impose change from the top down. Never works. You never have enough time.

If it's one thing we do really well as a company, it's that we take big change slowly and deliberately and bring the community along with us.

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

Change is a process which has to be managed. If it's managed and managed well in the interest of the nation and the people, the likelihood is that it will end well.

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

In business, sometimes you have to change the CEO in order to change the direction of the company.

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

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.

I do not want to be a long-term CEO.

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.

As the BBC approaches the final phase of decisions about its future, it will be important for those involved to be established in post and ready to take responsibility for implementation of the outcome.

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.

I was a corporate hatchet man, and it's impossible for me to turn that off. It's this curse when I walk into businesses: 'That needs to be fixed, that needs to be fixed.'

In the past ABC has made half-hearted efforts or, worse, cosmetic efforts, to do something about news and I wasn't certain about what their real aim was - nor am I now.

As the leadership team, we're taking bold and decisive action to evolve our organization and culture. This includes difficult steps, but they are necessary to position Microsoft for future growth and industry leadership.

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.

So in one leap we had gone from being a friendly society to something almost professional.

The question was, in a sense, at Princeton Review, how much value was I adding as a public company CEO. I was adding less than other people might've... I think you want to move on when you've given your best work and then feel that you're not going to add as much value moving forward.

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.

CEOs resign when the internal dynamics of the company and the external dynamics of the company actually come together to say it is appropriate. When the internal dynamics ask you whether you have a replacement. I think the transition from CEOships have also become cartoonish.

We want to move along and make sure, both internally and externally, that people realize how the company is being run, and it's being run by a group of people now, not just me.

I think there are certain business matters which we must now conduct differently than we used to.

Large organizations don't worship shareholders or customers, they worship the past. If it were otherwise, it wouldn't take a crisis to set a company on a new path.