Mark Zuckerberg Quotes

A critical question to ask when bringing in a new CEO to take the reins of a company you started is: Do you want someone who will maintain company culture or reinvent it?

During the time of Webex growing from $0 to greater than $700M, the company was sold to Cisco. The Webex team lost the passion and drive to further grow the business because many Webex veterans left and Cisco's integration with Webex was not successful.

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

It appears that PepsiCo views structural change as a sign of weakness, an admission of failure, and an untenable break with past traditions.

Any time you have a change of leadership in an organization, everything kind of shifts.

If I can impact an executive and his or her team, I can help to change the culture of an organization.

Effectively, change is almost impossible without industry-wide collaboration, cooperation and consensus.

In business, sometimes you have to change the CEO in order to change the direction of the company.

Well, if you look back, in almost two and a half years, the biggest change probably was in late 2000 when we decided to totally change the CA business model.

I've been through a couple of mergers - they're not that fun. And it's easy to lose your focus on this grandiose mission you established for yourself as an independent company.

The company-as-a-machine model fits how people think about and operate conventional companies. And, of course, it fits how people think about changing conventional companies: You have a broken company, and you need to change it, to fix it.

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

Every single time you make a merger, somebody is losing his identity. And saying something different is just rubbish.

Over the next few years the boardrooms of America are going to light up with hot flashes.

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

Change in leadership does not only come in a pin stripe suit with a bald spot on its head.

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

I was one of the early folks at eBay, and by 1999, it was completely overrun by consultants from McKinsey, Bain, and BCG. It went from being a cool, fun startup to an MBA factory.

Companies become what they want to become.

Companies can change. Culture can change.

After seven extraordinary and fulfilling years, during which we have transformed TalkTalk's customer experience and laid the foundations for long-term growth, I've decided it's time for me to start handing over the reins at TalkTalk and focus more on my activities in public service.

John Akers once said that changing IBM's culture was more difficult than getting elephants to dance. Of course it's really difficult, as Lou Gerstner also found out years later. The title of his own book is Who Says Elephants Can't Dance? He and his top executives were change masters at IBM. All organizations, especially the larger ones, will always need change masters. Dissatisfaction with the status quo and efforts to improve it should be encouraged rather than discouraged. Regrettably, that is often not the case.

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

You get few chances to make really transformational institutional change.

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?'