Ian Poulter Quotes

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

Prune - prune businesses, products, activities, people. Do it annually.

Sometimes you have to destroy your business in order to save it.

I think there are several departments we could completely get rid of, and we wouldn't miss it.

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

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

Reorganization to me is shuffling boxes, moving boxes around. Transformation means that you're really fundamentally changing the way the organization thinks, the way it responds, the way it leads. It's a lot more than just playing with boxes.

I've always been intellectually restless, but it is the building part of it that most interests me. It is the constructing of the team that is my favorite part. Anyone who is familiar with the history of the A's franchise, even dating back to Philadelphia, knows that every five or 10 years, you have to tear it apart and rebuild it.

Managers tend to treat organizations as if they are infinitely plastic. They hire and fire, merge, downsize, terminate programs, add capacities. But there are limits to the shifts that organizations can absorb.

Major organizational changes create uncertainty.

I will be ruthless in cutting out waste, streamlining structures and improving efficiency.

In any business that grows big on one business model, transitions can throw everything in the air.

From the very first time I talked to Safeco employees, I said the reality was expenses were too high and the reality is two-thirds of our expenses are people, so the reality is there will be effects on people.

Most of the model consolidation we've done is behind us. There will be some fine tuning.

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.

It is difficult to change the rules in the middle of a crisis.

There are limits to what reorganization and reform can do.

We’ve already decided to change. The question is: In which direction do we change, and from where do we start?

Change is a process which has to be managed.

You always have years when you go through transition and the side needs to be rebuilt. Or you have changes in terms of managers.

Most of the clubs I have had, they have been in a precarious situation when I have taken over and I have had to change it, even going back to Scarborough and all that.

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

Usually, when you're taking over a team, you're restructuring, you're tearing it down, you're building it up again.

We are reorganizing in order to eliminate duplication and redundancy.

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