Belinda Johnson Quotes

Good people cannot fully compensate for bad process, but they can mitigate some of its worst tendencies.

When a company gets bigger, when it begins to bring on employees, it naturally goes through this tendency of wanting to control, of wanting to build process - essentially to say not every one of our customers or employees has great judgment.

In business -- every business -- the bottom line is understanding the process. If you don't understand the process, you'll never reap the rewards of the process.

The bigger a company gets, the more people are involved in decisions, the slower decisions get made. Look, the whole theory of startups is that three motivated people can go and do something that every company can't.

Process innovation is different from product innovation. It's about how do you create a new product or develop a new product or manufacture a new product, but not a new product itself?

Continuous productivity manifests itself as an environment where the evolving tools and culture make it possible to innovate more and faster than ever, with significantly improved execution.

Not only is it possible to do lean startup in federal government, but it's the most effective way to drive change in the federal government.

In the technology world, you have to execute fast or you're out of business.

My first company, Pure Software, was exciting and innovative in the first few years and bureaucratic and painful in the last few before it got acquired. The problem was we tried to systemize everything and set up perfect procedures.

As we continue to grow, the question is, how do you keep the company as innovative as it was 15 employees ago?

I think that every project offers an opportunity to reinvent process as well as content.

Take the time to create an easy-flowing process that makes the sale, saves time, and gives you the best chance to scale a system that can pay off as you grow and scale.

With Facebook's IPO, the world learned a new way of organizing businesses around one overriding imperative: to ship new products quickly.

When you expand a business as fast as McDonald's did, part of the strength you have is the process and the efficiency.

The biggest challenge is adding the bureaucracy it takes to run the company without becoming fat, lazy, inflexible - bureaucratic.

We're trying to build the largest start-up ever without becoming a big company.

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

There's a lot of buzz words in the business world these days - Design thinking, innovation, fast-failure, disruption, cross-functional leadership - and at the heart of every one of these concepts is the ability for people to make small moves forward, learn, iterate.

Effective process is not bureaucracy. Bureaucracy is senseless process.

Be big, fast and flexible.

I am good at conceptualizing and building institutions.

I'm in favour of entrepreneurial, risk-taking businesses that create great products and services.

We can create opportunities to generate value by working across the entire breadth of Boeing.

TalkTalk's culture is one of a start-up... new services, desire to innovate, move fast.

The more you drive positive change, the more enhanced your business model.