Seth Godin Quotes

In most organizations, change comes in only two flavors: trivial and traumatic. Review the history of the average organization and you'll discover long periods of incremental fiddling punctuated by occasional bouts of frantic, crisis-driven change.

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.

When a change in how some element of one's business is conducted becomes an order of magnitude larger than what that business is accustomed to, then all bets are off.

If, by demanding revolutionary change, I run the risk of accomplishing nothing on behalf of the public, then I'm not sure that's a responsible course of action.

Counterterrorism isn't really about the nunchakus, the guns and gadgets. It's about psychology.

I absolutely love playing the game 'Risk.'

My business is to prevent the future.

Nobody has a crystal ball, and part of evolving a business plan is to say, 'I might have said we're going left, but I see the opportunity and we're going right.'

Especially in technology, we need revolutionary change, not incremental change.

When you are in any contest, you should work as if there were - to the very last minute - a chance to lose it. This is battle, this is politics, this is anything.

My view is that, as management, the focus has to be on having a strategy and executing it. As you do the strategy and execution, it is important to communicate it consistently.

People want change but not too much change. Finding that balance is tricky for every politician.

We tend to ignore the high probability of small gains or losses and focus on big payoffs or disaster despite remote odds.

One cannot think that blind bravery gives victory over the enemy.

We continually evaluate the world situation, and we not infrequently make changes to aviation security. We either step it up or we feel sometimes we're in a position to dial it back, and so this is something that happens periodically, and people should not overreact to it or over-speculate about what's going on.

Incrementalism in technology leads to irrelevance; what you need is revolutionary change.

I think I've changed my business strategy every year since 2003. You have to be watching the horizon constantly. The rug has been pulled out from under our feet so many times.

Sometimes people start making a change with without making sure the first the first source of income sticks.

I don't fight safe; I fight smart.

I understand now the different games and the different approaches that you need to take at different times, with different styles of play.

Nobody can really guarantee the future. The best we can do is size up the chances, calculate the risks involved, estimate our ability to deal with them and then make our plans with confidence.

Everyone in a successful organization must be willing and ready to risk. Risk is like change; it's not a choice.

Every new change forces all the companies in an industry to adapt their strategies to that change.

Be not too rash in the breaking of an inconvenient custom; as it was gotten, so leave it by degrees. Danger attends upon too sudden alterations; he that pulls down a bad building by the great may be ruined by the fall, but he that takes it down brick by brick may live to build a better.

A pivot is a change in strategy without a change in vision.