Amy Walter Quotes

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

Change is a process which has to be managed.

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.

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.

I've always been intellectually restless, but it is the building part of it that most interests me. It is the constructing of the team that is my favorite part. Anyone who is familiar with the history of the A's franchise, even dating back to Philadelphia, knows that every five or 10 years, you have to tear it apart and rebuild it.

Kotter International is about leading large-scale change, not just managing it.

Managers tend to treat organizations as if they are infinitely plastic. They hire and fire, merge, downsize, terminate programs, add capacities. But there are limits to the shifts that organizations can absorb.

Major organizational changes create uncertainty.

In any business that grows big on one business model, transitions can throw everything in the air.

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.

There are limits to what reorganization and reform can do.

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

Most of the clubs I have had, they have been in a precarious situation when I have taken over and I have had to change it, even going back to Scarborough and all that.

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.

When a company makes a fundamental change, it is inevitable that some people will leave.

The most encouraging thing is that with the management changes there have been at Renault, they are very open to accepting that there are issues and they need to improve.

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.

I cleaned up everything behind the scenes and simplified my life. I made some changes in my staff. I changed management, my accountants, my bookkeeping team. I had a full refresh. For me that was extremely important.

Like putting a name to my problems would solve anything

When you have a problem, the first thing to do in addressing it is to honestly identify it.

Designing and implementing a strategy for change is a waste of time until you have discovered and embraced the current reality. If you don't know where you really are, it is impossible to get where you need to be.

It follows that acceleration in the rate of change will result in an increasing need for reorganization. Reorganization is usually feared, because it means disturbance of the status quo, a potential threat to peoples vested interests in their jobs, and an upset to established ways of doing things. For these reasons, needed reorganization is often deferred. With a resulting loss in effectiveness and increase in costs.

You can't solve a problem until you address the problem.

It is the logical next step in our ongoing effort to shift our company's centre of gravity, accelerate our growth