Irene Rosenfeld Quotes

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.

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

If it's one thing we do really well as a company, it's that we take big change slowly and deliberately and bring the community along with us.

Moving with the times is an important idea for strategy today.

We've navigated a lot of change at Campbell's. The best thing for me to be able to do is to discuss that change with people.

For organisations, flexibility is a must to cope with fluctuations in demand and remain competitive, and people must be able to develop adaptable attitudes to quickly embrace evolving business conditions, new business opportunities, and shifting strategies.

The transition strategies are more important than understanding what the outcome state will be.

To meet the demands of the fast-changing competitive scene, we must simply learn to love change as much as we have hated it in the past.

Too often, nonprofits are viewed as rigid and bureaucratic - less nimble and capable of adapting in this fluid environment than our corporate counterparts. I don't agree.

There's a lot of books out there about how you lead change in business, but I've certainly not seen any... on how you do that in public institutions.

I believe businesses don't grow or develop in terms of a blueprint. There is a huge element of opportunism involved.

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

I think it is quite dangerous for an organisation to think they can predict where they are going to need leadership. It needs to be something that people are willing to assume if it feels relevant, given the context of any situation.

We cannot assume that past successes will insure future successes.

Everybody wants change. But the problem is how you manage change.

My leadership style is to produce a fear of not changing..

The basic DNA we've got to implant in leaders now is adaptability: not to get wedded to the solution to a particular problem, because not only the problem but the solution changes day to day. Creating people who are hardwired for that is going to be our challenge for the future.

Any of our businesses will not exist in the form that is today, will not exist in the same form one year later, two years later... We have to worry about the disruptions in the business models and the practices.

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.

Evolving our culture to operate and think differently is no small task. We are challenging our employees to be the best of both small and big companies - they should operate with the soul and spirit of a startup, while leveraging the scale, resources and capabilities of Campbell - with the goal of ultimately becoming the biggest small company.

Adaptability is a great asset to have because life is so unpredictable, and things can change overnight for any of us.

I've always said to everyone that ever worked for me, if you get too dug in on a position, the facts change, and you don't change to adapt to the facts, you will never be successful.

To get an Army that's already fighting a war to change in stride to a total different military strategy on the ground - and to get everybody on the same page - was accomplished by the sheer force of Dave Petraeus' will.

When you are running a business, there is a constant need to reinvent oneself. One should have the foresight to stay ahead in times of rapid change and rid ourselves of stickiness in any form in the business.

Every organization can move at a different speed.