Richard Rogers Quotes

Mathematicians are like managers - they want improvement without change.

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

Managers are trained to make incremental, programmatic improvements. They aren't trained to lead large-scale change.

As society changes, laws have to change to protect citizens along the way. Sometimes you have to try new and different and creative ways to solve problems. You have to take some risks.

I think Microsoft will have to change. I think that the business of Microsoft, the company of Microsoft, is going to continue to succeed. But I think the business model of Microsoft is going to have to change.

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.

Everyone designs who devises courses of action aimed at changing existing situations into preferred ones.

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.

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

Many, many, many small moves of many kinds can bring a way to manage change. The theory can come later.

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

The one thing we know today is we can't continue to do business the way we have in the past.

You get a culture of entrepreneurship after you have successfully changed the accountability system so that people can use a better process. Process drives culture, not the other way around, so you can't just change the culture, you have to change the system.

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.

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

Sometimes it's more difficult to achieve a 10% cost reduction than it is to tell people they have to achieve 50%. Small incremental steps block your view of doing something fundamentally different.

Don't manage - lead change before you have to.

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

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

I will take the best from each system and introduce it in Russia..

Our next CEO needs to thrive in a highly dynamic environment, to be capable of accelerating what is working very well for Cisco and disrupting what needs to change.

Culture change means we will do things differently.

Build a company that changes the way things get done!

In my experience, what is often missing between intent and action is the knowledge and the means to actually change the way we do business or make consumer decisions.

Technology can be part of a solution, but it takes far more than software to usher in reform.