Arundhati Bhattacharya Quotes

In any merger, the biggest challenge is always integration of human resources because the people who are coming in have a lot of apprehension.

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

The most important part of any acquisition is your ability to culturally integrate the people in the companies you acquire and your company.

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

Turning a culture around is very difficult to do because it's based on a series of many, many decisions, and the organization is framed by those decisions.

What is clear is that business leaders must commit to champion change - to be transparent about their goals for change, to align their incentives systems to drive the change, and to make sure their work environments are flexible in a way that allows men and women who choose to work to be able to achieve all of their potential.

I'm fascinated by management and organizations: how organizations get things done and how successful organizations are built and maintained, how they evolve as they grow from start-ups to small companies to medium companies to big companies.

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

Barbarian Management Bureau

I don't think managers have the opportunity to think in terms of a long-term vision for a club.

When a culture is broken, the cracks show - morale is weakened, but so is profit and performance. That's why culture has to be at the core of any business transformation.

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

Most of my work has been in corporations, studying how you build an organization that helps people to identify and work to their strengths.

I think one of the main challenges that the World Bank faces is creating an organizational structure that doesn't get in the way of its staff. We have fantastic staff. People told me as I was coming into the organization that the greatest asset of the World Bank Group is its staff, and I think there's no question that that's the case.

As for whether I am a 'new age guru', I am not at all. I help companies build employees who lead without a title and become high performers.

Many corporate leaders and employees have the right intentions, but it can be overwhelming when you consider how everything is affected from leadership styles, to organizational structure, to employee engagement, to customer service an marketplace.

I've been through a couple of mergers - they're not that fun. And it's easy to lose your focus on this grandiose mission you established for yourself as an independent company.

Most leadership strategies are doomed to failure from the outset.

The signs of outstanding leadership appear primarily among the followers. Are the followers reaching their potential? Are they learning? Serving? Do they achieve the required results? Do they change with grace? Manage conflict?

Regular feedback is one of the hardest things to drive through an organization.

As a company grows, communication becomes its biggest challenge.

Because management deals mostly with the status quo and leadership deals mostly with change, in the next century we are going to have to try to become much more skilled at creating leaders.

Most leadership strategies are doomed to failure from the outset. As people have been noting for years, the majority of strategic initiatives that are driven from the top are marginally effective - at best.

I used to think my job as a CEO meant managing metrics and meeting goals, but I've realised now that's it's about managing my board and employees.

The biggest barriers to strategic renewal are almost always top management's unexamined beliefs.