Christian Horner Quotes

I do think we can be honest and upfront that certain organizations haven't gotten the job done. That's the approach we took in Boston. We identified certain things that we hadn't been doing well, that might have gotten in the way of a World Series, and eradicated them.

Reorganization to me is shuffling boxes, moving boxes around. Transformation means that you're really fundamentally changing the way the organization thinks, the way it responds, the way it leads. It's a lot more than just playing with boxes.

The company-as-a-machine model fits how people think about and operate conventional companies. And, of course, it fits how people think about changing conventional companies: You have a broken company, and you need to change it, to fix it.

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.

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.

What I'm trying to do is teach people how to actually get individuals in organizations to do the kinds of things to make a difference. It starts with not just studying the mechanics but really understanding how people operate.

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.

Changing things from the top down works when things are stable.

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

I'm probably a little too impatient with ensuring that the networks and organizations I'm part of are doing the right thing, and pushing the right thing the right way.

As the BBC approaches the final phase of decisions about its future, it will be important for those involved to be established in post and ready to take responsibility for implementation of the outcome.

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.

Multiple mergers can be challenging because people come from different backgrounds.

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.

I think whenever you come in, whenever you try to evolve a company, people will get nervous. But, if you articulate a clear vision, a clear mission to help them understand their roles in it and ask them to buy into the system, everyone will band together to make it happen.

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

The cardinal responsibility of leadership is to identify the dominant contradiction at each point of the historical process and to work out a central line to resolve it.

At around 50 employees, you get to the point where you can't see what's going on all the time. So you start to have weekly check-ins, and you have days that go by without knowing exactly what's going on.

As a director, you have to understand what is happening - if I don't understand it, you can't make changes.

Ford, as I understand it, had done away with the concept of regional management, and now they've re-introduced that in Europe, so it's kind of a two-way street.

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.

Organizational changes to fix the problems usually create new vulnerabilities in the process of fixing the old ones.