Theo Epstein Quotes

The most encouraging thing is that with the management changes there have been at Renault, they are very open to accepting that there are issues and they need to improve.

To me, success in the job is setting a vision, guiding an organization through change - which is exactly what I did at Digitas, and I'm very proud of that - and bringing people together and with you. That, to me, is what it takes to be successful.

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

What gets measured, gets done….Results measurement is now mainstreamed

When you're coming into a company and, you know, have to do a transformation, what you really want to do is look at the company and say, 'Okay, here are the parts that the company does well. How do we get those genes to hyper-express? The genes that are getting in the way, how do you turn those off?'

I'm pretty professional. I'm very aware when I'm not playing well and what I need to improve. I'm pretty motivated to fix things. There are guys out there who are not realistic; they don't like to take blame for certain things they don't do well. That's the nature of doubles sometimes: it's easy to find faults in your partner.

I believe you accomplish what you measure.

The weakness in the company is if we fail to execute.

No expectations, no tension between goals and performance, no outrage, resolve or intention, no action, no results. There's only one way to get a government - and a nation - to stop drifting to low performance. That's to wake up and insist on higher standards.

When I meet with most entrepreneurial teams, I ask them a simple question: How do you know that you're making progress? Most of them really can't answer that question.

I'm fascinated by management and organizations: how organizations get things done and how successful organizations are built and maintained, how they evolve as they grow from start-ups to small companies to medium companies to big companies.

And the reason for focusing on that time frame is that it's going to take us a considerable period of time to develop the new capabilities, processes and organizations that will be needed.

In my opinion, the most important thing in governance is management control.

I do not believe that reorganization will fix what is wrong with our intelligence community….Failures were caused by performance, not organization.

Data not only measures progress—it inspires it. Once you start measuring problems, people are more inclined to take action to fix them, because nobody wants to end up at the bottom of a list of rankings.

I consider it to be the duty of anyone who sees a flaw in the plan not to hesitate to say so.

Strategic Work is all about the big questions: Who? What? When? Where? Why? Tactical Work is all about answers: This is the system we use to do each task. This is how we do it, how we measure it, how we monitor it.

In government, things do not move too quick. That is why I am trying to introduce a new culture: so that things move more quickly.

The success, or failure, of a CEO to implement AI throughout the organization will depend on them hiring a leader to build an organization to do this. In some companies, CIOs or chief data officers are playing this role.

You need a different checklist and different mental models for different companies.

Great companies have to manage the cadence of what they do.

We've navigated a lot of change at Campbell's. The best thing for me to be able to do is to discuss that change with people.

Someone like Cristiano Ronaldo focuses on scoring to progress, so perhaps I need to think more about scoring.

Strauss Group continues to strengthen its future growth engines, improve the company's competitive position, and increase market share, while continuing streamlining processes, improvements, and carrying out organizational adjustments in the company.

Build an environment that empowers your team to take risks. Set metrics for what needs to be achieved and measure against them to track progress along the way. If targets aren't being met, challenge your team to reassess and come back with a new strategy. And create a culture where people are awarded for challenging the status quo.