Simon Mainwaring Quotes

In most organizations, change comes in only two flavors: trivial and traumatic. Review the history of the average organization and you'll discover long periods of incremental fiddling punctuated by occasional bouts of frantic, crisis-driven change.

To me, it's really important to drive change through a team because one person, while the buck has to stop with somebody, the company is just too big for one person.

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

System-wide changes rely on a critical mass of interested parties, all willing to enter into deep partnerships and collaborations, founded on new levels of trust and a commitment to action, not debate.

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

Kotter International is about leading large-scale change, not just managing it.

In not my, but our collective hands, is held the promise of change.

If you go through some big corporate change, it's just not going to be the same. If we sold to Yahoo, they would have done something different; if you want to continue your vision of the company, then don't sell because there's inevitably going to be some change.

It's not about division. It's not about politics. My concern is how do we come together?

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.

You can be a catalyst for change but change never really entirely happens just because of one guy.

It appears that PepsiCo views structural change as a sign of weakness, an admission of failure, and an untenable break with past traditions.

Progress is only possible if the United States and its allies work together.

You get few chances to make really transformational institutional change.

I have always believed in evolving a consensus before taking any major decision.

I believe in discussing very thoroughly what should be the goal. When discussing it, I allow others to give their views.

If you want to change the world, find someone to help you paddle.

The best way to promote and protect opportunity is through collaboration, consensus-building, and pragmatic problem-solving. Throughout nearly 30 years in public service, I have approached tough challenges by making room for as many people as possible around the table in search of common ground.

I'm committed to structural changes.

The E.U. needs a strategy that marries a shared vision to common action.

I don't think it's my job, single-handedly, to fix anything. I think it's my job to have a vision and have a plan that is reasonable and workable and get as many people to the table to effect change as possible.

Together with this Brazilian people, we will build a new nation.

Old, deeply engrained systems take time to change, but we can't leave it to time.

Companies can change. Culture can change.

Invariably, collaboration leads to new forms of self-expression and to the things that move you.