Patrick Lencioni Quotes

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

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

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.

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

Every employee in a company depends on the C.E.O. to make fast, high-quality decisions.

CEOs resign when the internal dynamics of the company and the external dynamics of the company actually come together to say it is appropriate. When the internal dynamics ask you whether you have a replacement. I think the transition from CEOships have also become cartoonish.

People have come to me over the years and said to me: 'I admire the culture of Starbucks. Can you come give a speech and help us turn our culture around?' I wish it were that easy. 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.

If the culture you have is radically different from an 'experiment and take-risk' culture, then you have a big change you going to have to make - and no little gimmicks are going to do it for you.

The first step in changing a culture, I believe, starts with the senior leadership team - and with the CEO.

In large companies, the CEO is very distant from operations.

I think it's extremely important to think of your company as a series of chapters.

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

Persuading employees to let go of old values and beliefs and adopt new ones can be challenging.

Any company faces big challenges during transformation. People are accustomed to going ahead on the existing track. Even when they know there are problems, the first reaction is to protect the old way.

The Macintosh having shipped, his next agenda was to turn the rest of Apple into the Mac group. He had perceived the rest of Apple wasn't as creative or motivated as the Mac team, and what you need to take over the company are managers, not innovators or technical people.

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

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

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.

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.

Many corporate leaders and employees have the right intentions, but it can be overwhelming when you consider how everything is affected from leadership styles, to organizational structure, to employee engagement, to customer service an marketplace.

I do not want to be a long-term CEO.

The executive moves we are announcing today will strengthen American for the long-term future and reflect well on the depth of the Company's management team.

When I was a CEO, the books on management that I read weren't very much help after the first few months on the job. They were all designed to give you directions on how not to screw up your company.

As the leadership team, we're taking bold and decisive action to evolve our organization and culture. This includes difficult steps, but they are necessary to position Microsoft for future growth and industry leadership.

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