Denise Morrison Quotes

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

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

Once you have a product that you are happy with, you the need to centralize things to continue growth.

Ford, as I understand it, had done away with the concept of regional management, and now they've re-introduced that in Europe, so it's kind of a two-way street.

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

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?'

I am excited to be working with the dedicated Four Seasons board and leadership team to build upon their reputation for industry-leading customer experiences while seeking out innovative ways to leverage technology that will help spur additional growth.

I think it's extremely important to think of your company as a series of chapters.

Companies can change. Culture can change.

I still believe that the mission of Business 2.0 is very strong, very fundamental, and we're really at the beginning of where they're going to take us.

I definitely think what drives technology companies is the people; because in a technology company it's always about what are you going to do next.

I myself am a builder and get totally excited about building Yahoo! as a brand and building it into a bigger and better company. That's what I intend to do.

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

Any business either grows or dies. You've just got to keep growing.

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

Some people make their choice on size. I happen to not be a believer in that. I've often said, especially in an industry that's clamoring for growth, if I wanted size, I wouldn't have divested $8 billion of businesses.

I do want to grow our company, so the way I've been doing that is moving 'scary' to different things.

Since I became CEO, 87 percent of the companies in the Fortune 500 are off the list. What that says is that companies that don't reinvent themselves will be left behind. I also think that's true of people. And I think it's true of countries.

Throughout history, the organizational evolution of the military has been inextricably linked with that of the business world.

If you look at the numbers from 2002 to 2016, we have consistently been market leaders. We have followed a well-articulated strategy, and our focus is to continue that strategy.

You can't manage the creative process on a quarterly basis. The way we're structured has really helped us grow.

As leaders, we've all seen the painful effects of team members not keeping pace with company growth - it's called up-leveling, and it's all too common when a company goes from zero to something to hopefully an IPO.

You have to be sort of an emotional steward to really get a business to do something hard - to take people up the hill, to conquer the mountain, to sack the city. You have got to be a maniac.

The most encouraging thing is that with the management changes there have been at Renault, they are very open to accepting that there are issues and they need to improve.

When it comes to communicating change at any time, the mission must be clear, and it must inspire.