Neville Marriner Quotes

Culture change means we will do things differently.

Companies can change. Culture can change.

It is the logical next step in our ongoing effort to shift our company's centre of gravity, accelerate our growth

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

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

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

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

If the culture you have is radically different from an 'experiment and take-risk' culture, then you have a big change you going to have to make - and no little gimmicks are going to do it for you.

With scale, there always becomes this tension of, how do you keep the start-up philosophy?

The world always changes, and teams go through evolutions.

You are either getting better or getting worse, but you are never staying the same.

If you don't EVOLVE, you dissolve. You evolve or you evaporate.

There is an inexorable correlation between leadership and change.

Change before you're forced to change.

It matters little where a man may be at this moment; the point is whether he is growing.

Managers are trained to make incremental, programmatic improvements. They aren't trained to lead large-scale change.

In any business, you have to evolve.

Like it or not, the world evolves, priorities change and so do you.

Everything changes and, somewhere along the line, I'm changing with it.

Change is not an event, it's a process.

You don't implement change easily in Japan unless you explain very clearly why you need to do this change, how you're going to do this change and what's going to be the outcome of this change. If you offset or you forget to explain one of these three steps you're not going to do it.

We started Kotter International to improve leaders' ability to deal with big, important transformations in organizations - and in their lives.

If we don't change, we don't grow. If we don't grow, we aren't really living.

In most organizations, change comes in only two flavors: trivial and traumatic. Review the history of the average organization and you'll discover long periods of incremental fiddling punctuated by occasional bouts of frantic, crisis-driven change.

Managing bottom-up change is its own art.