Nelson Peltz Quotes

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

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

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

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.

So in one leap we had gone from being a friendly society to something almost professional.

If you go through some big corporate change, it's just not going to be the same. If we sold to Yahoo, they would have done something different; if you want to continue your vision of the company, then don't sell because there's inevitably going to be some change.

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

Companies can change. Culture can change.

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

The vast majority of large scale change efforts fail. Which means that the probability that you have actually experienced a failure, and your people know that and are pessimistic, therefore, about trying something again, is very high.

To me, it's really important to drive change through a team because one person, while the buck has to stop with somebody, the company is just too big for one person.

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

An army that fought and won a war decisively finds it even more difficult to undergo change.

If there had been three public editors before me, the body might have absorbed it a little bit better.

Most people don't like change. They revolt against it unless they can clearly see the advantage it brings. For that reason, when good leaders prepare to take action or make changes, they take people through a process to get them ready for it.

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

The most conservative man in the world is the British Trade Unionist when you want to change him.

Culture change means we will do things differently.

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

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

Most organizations fail in driving change.

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.

It is the logical next step in our ongoing effort to shift our company's centre of gravity, accelerate our growth

You have to seed internal disruptors. You need sources of internal disruption. They don't guarantee your survival, but you have got to try.

For someone who comes from my business background, getting fashion people aligned around certain things can be a challenge. In a way, the industry is so forward-looking. And yet, sometimes people in fashion are not open to change.