Carol Alt Quotes

Let's form proactive synergy restructuring teams.

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.

The only choice that leads small business owners to real success in their endeavors is the one that requires real thought. Understanding and building the systems they need within their company to afford them a framework of organization that can scale the business from a company of one to a company of one thousand.

Throughout history, the organizational evolution of the military has been inextricably linked with that of the business world.

I know firsthand the complexities of leading an enterprise through business and technology transformation. It takes intense focus, a strong drive, and a clearly communicated vision to inspire and take an organization from where they are, to where they need to be - or where they want to go.

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

Mathematicians are like managers - they want improvement without change.

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.

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

I want to take TSA to the next level.

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.

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

You can't delegate turning a company around.

When you're coming into a company and, you know, have to do a transformation, what you really want to do is look at the company and say, 'Okay, here are the parts that the company does well. How do we get those genes to hyper-express? The genes that are getting in the way, how do you turn those off?'

I'm committed to structural changes.

As businesses grow, all sorts of things that once were done on the fly - including creating new products - have a way of becoming bureaucratized.

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

In the private sector, there is always innovation. There's always change. There's always improving productivity, and if you're not leading that, you'll be passed and ultimately go out of business. So there's an urgency to constantly update and renew and to rethink your enterprise.

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

In any business, you have to evolve.

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.

Are the things that now, in retrospect, with what I've seen happen to my company, would I have done some things differently? I think - I think we all would do - we would do a number of things differently.

Everyone designs who devises courses of action aimed at changing existing situations into preferred ones.

We recognize the need to adapt to a changing competitive environment.