Thomas S. Foley Quotes

We do as much harm holding onto programs and people past their natural life span as we do when we employ massive organizational air strikes. However, destroying comes at the end of life's cycle, not as a first response.

The consolidation that we started in 2009 was clearly the requirement of that time.

Most of the model consolidation we've done is behind us. There will be some fine tuning.

When I became director of CIA, it was just clear to me intuitively, without a whole lot of science behind it, that we had expanded rapidly and inefficiently. So I arbitrarily picked a number, 10 percent, and I said over the next 12 months, we are going to reduce our reliance on contractors by 10 percent.

We’ve already decided to change. The question is: In which direction do we change, and from where do we start?

As CEO of Cold Stone Creamery, we used a concept called 'search and reapply,' which meant that if we found better ways of doing something, then we would do it.

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

Prune - prune businesses, products, activities, people. Do it annually.

I will be ruthless in cutting out waste, streamlining structures and improving efficiency.

There was a point in time when I was in dire need of changing the way the model agency was working.

In a period of economic downturn, the overwhelming instinct is to pare back, cut costs, and lay off. If you do that, do so with your strategy in mind. The worst mistake is to cut across the board. Instead, reconnect and recommit to a clear strategy that will distinguish yourself from others.

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

The young business and professional men of this country must get together round the table, adopt methods that have proved sound in the past, adapt them to the changing needs of the times and, whenever possible, improve them.

There are changes in the works.

Everybody wants change. But the problem is how you manage change.

Two types of choices seem to me to have been crucial in tipping their outcomes towards success or failure: long-term planning, and willingness to reconsider core values.

Successful reform requires a long-term vision, driven by political leadership.

Reform comes in the wake of disaster.

I think there are several departments we could completely get rid of, and we wouldn't miss it.

Culture change means we will do things differently.

You always have years when you go through transition and the side needs to be rebuilt. Or you have changes in terms of managers.

When you're transitioning, and you're trying to develop a better brand of soccer, at some point, you have to step backward before you step forward.

While looking ahead, we know challenges remain, but we are encouraged by the strategies we have in place to improve our operational efficiencies and performance.

We are reorganizing in order to eliminate duplication and redundancy.

Strauss Group continues to strengthen its future growth engines, improve the company's competitive position, and increase market share, while continuing streamlining processes, improvements, and carrying out organizational adjustments in the company.