Ahmed Nazif Quotes

Change comes in various wavelengths. There are changes in the game, changes in the rules of the game, and changes in how the rules are changed

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

In nature and state, it is safer to change many things than one.

We … need education in the obvious – to learn to transcend our own convictions and to leave room for much that we hold dear to be done away with short of revolution by the orderly change of law.

If one has a flexible attitude, one knows how to deal with changing situations

One can describe the world of today to the people of today only if one describes it as capable of alteration.

It is a secret both in nature and state, that it is safer to change many things than one.

Change before you're forced to change.

Uncertainty is a permanent part of the leadership landscape. It never goes away.

In any business, you have to evolve.

The No. 1 criticism most managers get is that they don't ever change or wait too long to make changes... It's very simple: Either things are performing or they're not. And if it's not performing, we have to make changes.

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.

How you manage change can make all the difference.

There was a point in time when I was in dire need of changing the way the model agency was working.

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.

When a plan or strategy fails, people are tempted to assume it was the wrong vision. Plans and strategies can always be changed and improved. But vision doesn't change. Visions are simply refined with time.

The best way to make change is to know how something works. If you're going to go build something or change whatever it is, if you don't know how it works and you're trying to go make a change in it, the first thing you're doing is you're spending time figuring out how it works. The same thing happens in organizations.

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

There's a lot of books out there about how you lead change in business, but I've certainly not seen any... on how you do that in public institutions.

A State without the means of some change is without the means of its conservation.

We do as much harm holding onto programs and people past their natural life span as we do when we employ massive organizational air strikes. However, destroying comes at the end of life's cycle, not as a first response.

We cannot assume that past successes will insure future successes.

Organizational changes to fix the problems usually create new vulnerabilities in the process of fixing the old ones.

Reform is a monstrous way of dealing with problems.

Too often reform involves the mechanics of change rather than the underlying values.