John Kasich Quotes

When we began Starbucks, what I wanted to try to do was to create a set of values, guiding principles, and culture.

If the culture you have is radically different from an 'experiment and take-risk' culture, then you have a big change you going to have to make - and no little gimmicks are going to do it for you.

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

I think there are certain business matters which we must now conduct differently than we used to.

People have come to me over the years and said to me: 'I admire the culture of Starbucks. Can you come give a speech and help us turn our culture around?' I wish it were that easy. Turning a culture around is very difficult to do because it's based on a series of many, many decisions, and the organization is framed by those decisions.

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

Our culture is the foundation for our company.

You can't just go visit somewhere and come away and know how they run their business.

Persuading employees to let go of old values and beliefs and adopt new ones can be challenging.

Companies can change. Culture can change.

Too often, companies focus on systems and structures that facilitate cultural change at the mid-management level, overlooking problems closer to the top.

Change has to be fundamental to a company's culture, or there is no way it can survive.

Fixing culture is the most critical − and the most difficult − part of a corporate transformation… In the end, management doesn’t change culture. Management invites the workforce itself to change the culture.

Innovation is an ongoing process that you build into your culture.

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.

None of us are naïve enough to believe that moving around boxes on organization charts will change behavior. You have to change culture.

You're used to seeing values listed on waiting-room walls. Communication, integrity, excellence, and respect. Those were actually Enron's values.

There is nothing like visiting a facility to get a sense of how companies work.

The first step in changing a culture, I believe, starts with the senior leadership team - and with the CEO.

I don't know if a company can have a soul, but I like to think it can.

It's not just hours and pay that are important anymore. People want to know what the company is like, what the culture is.

Companies become what they want to become.

It is no longer enough to have a good product. A company's purpose and the way it treats its employees and the global community to which it belongs is also of great importance.

The challenge is always around culture. I think that's often underestimated because people focus on the substance and the practical; soft steps go missing.

Our mantra has been, 'We will not buy a company unless we think the people that make up the company have a better job the day after the acquisition than before.'