Cheryl Yeoh Quotes

I recognize we will pay more attention when we have different leadership.

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

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

A C.E.O.'s job is leadership, problem solving, and team building. I've done that my whole career.

All companies of any size have to continue to push to make sure you get the right leaders, the right team, the right people to be fast acting, and fast moving in the marketplace. We've got great leaders, and we continue to attract and promote great new leaders.

To me, success in the job is setting a vision, guiding an organization through change - which is exactly what I did at Digitas, and I'm very proud of that - and bringing people together and with you. That, to me, is what it takes to be successful.

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

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.

The role of leadership is to transform the complex situation into small pieces and prioritize them.

At IBM, if we kept our same leadership for 36 years, we'd be bankrupt.

Change in leadership does not only come in a pin stripe suit with a bald spot on its head.

As a company grows from 25 to 50 to 100 to 200 to 500 to 1000 people, the characteristics of who is the very best talent in leadership roles will change. It's rarely the case that your leadership team at 1000 people is the same leadership team you had a 25 people.

After formulating and communicating the right strategy and optimizing operations to execute that strategy, CEOs and other top leaders then must be able to build management teams that truly understand the big picture.

I know I should not be a hindrance to SoftBank's future growth and that I need to pass on the baton to the younger generation.

I think it's extremely important to think of your company as a series of chapters.

As part of any new leadership organization, you come in with a team. You come in to assess. You come in to rearrange.

SK will evolve and develop based on its corporate culture and human resources.

Leadership changes, and evolving marketplace conditions can significantly impact business strategy.

I am certain that Gadi Lesin's abilities and the experience he accumulated during his sixteen years in a variety of general management roles in Strauss Group in and outside of Israel will enable him, together with group management and all managers and employees of Strauss, to continue to take the group forward to further success.

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.

I believe that the capacity that any organisation needs is for leadership to appear anywhere it is needed, when it is needed.

Everyone has an idea over time of what the business should be, and during the formative period, too many opinions could be disruptive.

For me, if I knew that I wanted to be a CEO and I set that final destination right up front, that helped me develop a career track.