Richard Branson Quotes

All the great organizations in the world, all have a sense of why that organization does what it does.

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

You have to maintain a culture of transformation and stay true to your values.

None of us are naïve enough to believe that moving around boxes on organization charts will change behavior. You have to change culture.

Once you have a culture problem, it's very hard to fix.

In a change effort, culture comes last, not first.

Fixing culture is the most critical − and the most difficult − part of a corporate transformation… In the end, management doesn’t change culture. Management invites the workforce itself to change the culture.

You can overcome wrong technology. Your people have the initiative, they see the problem, no big deal ... you can't overcome bad culture. You've gotta change whoever is in charge.

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 will become compellingly important is absolute clarity of shared purpose and set of principles of conduct sort of institutional genetic code that every member of the organization understands in a common way, and with deep conviction.

You get a culture of entrepreneurship after you have successfully changed the accountability system so that people can use a better process. Process drives culture, not the other way around, so you can't just change the culture, you have to change the system.

The first step in changing a culture, I believe, starts with the senior leadership team - and with the CEO.

The challenge is always around culture. I think that's often underestimated because people focus on the substance and the practical; soft steps go missing.

I want to be a purpose-driven, purpose-led organization, and I want the organization to achieve this aspiration of being the undisputed leader in professional services.

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.

Every single organization - or career, for that matter - exists on three levels: WHAT you do, HOW you do it and WHY you do it.

Very few people or companies can clearly articulate WHY they do WHAT they do. By WHY I mean your purpose, cause or belief - WHY does your company exist? WHY do you get out of bed every morning? And WHY should anyone care?

All organizations start with WHY, but only the great ones keep their WHY clear year after year. Those who forget WHY they were founded show up to the race every day to outdo someone else instead of to outdo themselves. The pursuit, for those who lose sight of WHY they are running the race, is for the medal or to beat someone else.

We keep a change in place by helping to create a new, supportive, and sufficiently strong organizational culture.

Improving quality requires a culture change, not just a new diet.

You can’t mandate [cultural change], can’t engineer it. What you can do is create the conditions for transformation. You can provide incentives. You can define the marketplace realities and goals. But then you have to trust. In fact, in the end, management doesn’t change culture. Management invites the workforce itself to change the culture.

Legacy leaders are the only ones wiling to pay the price to fix a broken culture.

When you're trying to build or change a culture, what do you do? I always say to take players from state championship teams because they only know one thing -- winning.

Having a clear mission and making sure you know that mission and making sure that mission comes through the company is probably the most important thing you can do for both culture and values.