Hassanal Bolkiah Quotes

Human resources are like natural resources; they're often buried deep. You have to go looking for them; they're not just lying around on the surface.

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.

Running businesses of all sizes and stages, I've seen the challenges companies face in trying to identify, attract, and retain talent.

You obviously have to build a culture, a foundation. You must build the right talent however you do it. Then you have to build the systems and the habits.

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

Achieving the highest possible return on human capital must be every manager's goal.

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.

The corporate world is appallingly bad at capitalizing on the strengths of its people.

People ask me what's the most important function when you're starting an organization or setting up the kind of culture and values that are going to endure. The discipline I believe so strongly in is H.R., and its the last discipline that gets funded.

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 used to think business was 50 percent having the right people. Now I think it's 80 percent.

What is Oracle? It's people. We rely on our HR department to build this organization, to help find those people, to help grow those people.

Your workforce is your most valuable asset. The knowledge and skills they have represent the fuel that drives the engine of business - and you can leverage that knowledge.

Our industry has invested so much money in technology that perhaps it's time to invest in talent, in people.

Businesses that fail to develop their staff are twice as likely to collapse. Firms seeking to reposition themselves for the economic upturn need to invest in their staff's flexibility, responsiveness and skills.

There would not be enough talent that's educated, developed and ready to take on the next leadership challenge, and it would cap our growth. Now we've put programs in place not to have that happen, but that could be a weakness.

As much as we think of performance management as numeric and thus perfectly quantifiable, it is as much a product of context and social science as the products we design and develop.

You can have a phenomenal technology with bad people; you're not gonna have much success. You can have mediocre technology with great people; they'll figure out a way to make a buck.

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

Many think of management as cutting deals and laying people off and hiring people and buying and selling companies. That's not management, that's deal making. Management is the opportunity to help people become better people. Practiced that way, it's a magnificent profession.

Personnel is policy.

Too many people who come in as CEO of a poorly performing company assume that none of the incumbent executives are worth retaining. That's not always the case. Sometimes the talent is there, but it's not being led well.

A policy of knowing your replacement is one of the best ways to drive a growth culture. It anticipates and eliminates the most harmful politics in leadership for an expanding company and instantly sets the right tone for a high-talent, growth-mindset executive team.

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