Petr Cech Quotes

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

An employee who's one of hundreds, rather than one of a few, is unlikely to feel personally responsible for helping the organization adapt and change.

Major organizational changes create uncertainty.

We do as much harm holding onto programs and people past their natural life span as we do when we employ massive organizational air strikes. However, destroying comes at the end of life's cycle, not as a first response.

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

The last thing we need to do now is reorganize and create a new department.

[Independent Federal] agencies, like other bureaucracies don’t like being transformed.. They have cultures and they want to preserve those cultures.

You always have years when you go through transition and the side needs to be rebuilt. Or you have changes in terms of managers.

People shouldn't underplay what the breaking up of a team does in every department.

At a massive club like Liverpool, people will come and go. It is our job to keep the wheels moving and momentum going.

In any rebuilding process, I feel like there's probably going to be two or three coaches.

I think every team needs change every year.

I've seen 18 managers go at the clubs I've been playing for. It's a part of football, isn't it?

If the pace of change outside is moving more quickly than the pace of change inside, you get a bit left behind.

When a new coaching staff comes in, there are a lot of changes that happen with that.

To change a team you must change their comfort zone.

The business changes. The technology changes. The team changes. The team members change. The problem isn't change, per se, because change is going to happen; the problem, rather, is the inability to cope with change when it comes.

People have accused me of only working with good companies. No I don't. I work with some very dysfunctional companies or unbelievably dysfunctional organizations. The people that bring me in know what they're doing won't work for the future. They know they want to change and they want to change for the right reasons. They believe what I believe and that's why they called me.

Change has to be fundamental to a company's culture, or there is no way it can survive.

Whenever you trade away a key piece of your organization, somebody who's been there for a long time, it has to change everything.

When a new coach comes to a new club with new ways, new ideas, the players have to adapt.

The ability to have influence and create change and drive the strategy of an organization is really what excites me.

When you change 10 out of 22 outfield players, you need time and hard work.

As coaches, we usually have plenty of changes from one year to the next. Sometimes it seems like it's at one position. Sometimes it's across the board. But this is really a part of every year that we have in coaching in the NFL.

Every change in a team can turn into an opportunity for players to show themselves.