John P. Kotter Quotes

Well, if you look back, in almost two and a half years, the biggest change probably was in late 2000 when we decided to totally change the CA business model.

You've got to keep reinventing. You'll have new competitors. You'll have new customers all around you.

So in 2000, when we changed the business model and started really focusing on that triangle and putting the customer in the center, we decided we should hold off - we've done enough consolidation; we've got enough critical mass.

An organization's ability to learn, and translate that learning into action rapidly, is the ultimate competitive advantage.

Any of our businesses will not exist in the form that is today, will not exist in the same form one year later, two years later... We have to worry about the disruptions in the business models and the practices.

When a change in how some element of one's business is conducted becomes an order of magnitude larger than what that business is accustomed to, then all bets are off.

Businesses that don't evolve are businesses that die.

Instead of focusing the traditional planning cycles where companies benchmark their businesses against existing competition, teams need to be developed to foster internal change and disruption. Self-disruption is akin to undergoing major surgery, but you are the one holding the scalpel.

Our goal in making these changes is to enable Microsoft to achieve greater agility in managing the incredible growth ahead and executing our software-based services strategy.

To meet the demands of the fast-changing competitive scene, we must simply learn to love change as much as we have hated it in the past.

While 2015 was challenging, we implemented many strategic and operational initiatives to improve our business and better position J.Crew for the future.

Moving with the times is an important idea for strategy today.

I am always looking for stories that will shed light on how companies define themselves - for better or for worse. When shared with others, such stories can have an enormous impact on how well we move forward in the changing world around us.

Evolving our culture to operate and think differently is no small task. We are challenging our employees to be the best of both small and big companies - they should operate with the soul and spirit of a startup, while leveraging the scale, resources and capabilities of Campbell - with the goal of ultimately becoming the biggest small company.

Challenges need to be given to an organization.

I know firsthand the complexities of leading an enterprise through business and technology transformation. It takes intense focus, a strong drive, and a clearly communicated vision to inspire and take an organization from where they are, to where they need to be - or where they want to go.

I spent some time studying Toyota, because how could a loom maker - they made looms. That was their business for 50 years, 35 years - and then they decided to go into the car business after everyone else was in the car business.

The opportunity ahead for Microsoft is vast, but to seize it, we must focus clearly, move faster, and continue to transform.

We undertook a huge internal transformation to sharpen our customer focus, step up innovation, improve productivity to ensure competitiveness, change our culture, and simplify our ways of working so that our size and scale became a competitive advantage rather than a bureaucratic hangover after years of diversification.

Elon Musk should be at the top of the list of people to emulate when it comes to leading large organizations that are highly maneuverable and use it as a competitive advantage.

Success is no longer about changing strategies more often, but having the agility to execute multiple strategies concurrently. And success requires CEOs to develop the right leadership capabilities, workforce skills, and corporate cultures to support digital transformation.

I'm not going to be the one who turns out the last lights of the last conglomerate. So we need to reinvent ourselves all the time.

You have to seed internal disruptors. You need sources of internal disruption. They don't guarantee your survival, but you have got to try.

I think every team needs change every year.

KIND had grown from a team of dedicated, overworked generalists to a large, professional organization with specialists who had either come in from outside or had been groomed internally to grow in a focused area about which they're passionate.