Jim Cantalupo Quotes

Lot of companies are looking for advisory work on business strategy, restructuring work.

One of the most important things we do is we've organized our stores and our workforce into teams.

A research group found that 56 percent of major companies surveyed in the late '80s agreed that 'employees who are loyal to the company and further its business goals deserve an assurance of continued employment.' A decade later, only 6 percent agreed. It was in the '90s that companies started weeding people out as a form of cost reduction.

I don't think it's a good idea to plan to sell a company.

In a period of economic downturn, the overwhelming instinct is to pare back, cut costs, and lay off. If you do that, do so with your strategy in mind. The worst mistake is to cut across the board. Instead, reconnect and recommit to a clear strategy that will distinguish yourself from others.

We will continue to renew and redefine Sony Pictures.

Ford, as I understand it, had done away with the concept of regional management, and now they've re-introduced that in Europe, so it's kind of a two-way street.

It's better to take over and build upon an existing business than to start a new one.

Often in capitalism, when you hit bottom, you have some perverse advantages—low cost and people really desiring a turnaround—to do whatever it takes.

The consolidation that we started in 2009 was clearly the requirement of that time.

By 2002, I realized that what was classically called a rollup strategy was not generally effective, at least not for me.

I think a lot can be said for consolidation, but I think it should be done for the right reasons.

You can fire your revenues by firing your people.

From a productivity standpoint, you're supposed to reduce headcount on par with declining revenue. If you believe the environment isn't going to improve, you should take a bigger cut to get in front of the problems.

Nothing kills your company's culture like layoffs.

Sometimes people have a hard time believing that a company is intentionally trying to make itself smaller.

We understand that conglomerates have no future.

Phones remain a critical component of the Microsoft device portfolio and an important piece of our mobility strategy, but a restructuring is in order.

[GEICO] got to thinking that, because they were making a lot of money, they knew everything. And they suffered huge losses. All they had to do was to cut out all the folly and go back to the perfectly wonderful business that was lying there.

LEGO has announced that they are shutting down their U.S. factory and moving it to Canada. LEGO employees say it's their fault because they made the factory too easy to take apart and rebuild somewhere else.

It takes almost no capital to open a new See's candy store. We're drowning in capital of our own that has almost no cost. It would be crazy to franchise stores like some capital-starved pancake house. We like owning our own stores as a matter of quality control.

In life and business, there are two cardinal sins. The first is to act precipitously without thought and the second is to not act at all.

In McKinsey's world, all of life is one of two things: strategy or organization.

One has to understand China correctly. Our management there consists of native Chinese, we produce locally and our suppliers also come from China. In this way, we too can also enjoy the cost advantages.

Usually, you do a shakeup because you know that you have a problem or you gaps and you're going to fill those gaps.