Sanjay Kumar Quotes

So in 2000, when we changed the business model and started really focusing on that triangle and putting the customer in the center, we decided we should hold off - we've done enough consolidation; we've got enough critical mass.

In any business, you have to evolve.

Whenever one or more components of a company's business model changes, new business models are created for supporting companies. The changes might involve niches served, new marketing angles or improved value propositions.

I think there are certain business matters which we must now conduct differently than we used to.

In business, the competition will bite you if you keep running, if you stand still, they will swallow you.

Any of our businesses will not exist in the form that is today, will not exist in the same form one year later, two years later... We have to worry about the disruptions in the business models and the practices.

When I think of revenue growth, I think of the words 'mix' and 'shift.'

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.

I think Microsoft will have to change. I think that the business of Microsoft, the company of Microsoft, is going to continue to succeed. But I think the business model of Microsoft is going to have to change.

I look at every business and ask, How long can this last? How can I identify the status quo and change it?

The purpose of a business is to create a customer.

If you go through some big corporate change, it's just not going to be the same. If we sold to Yahoo, they would have done something different; if you want to continue your vision of the company, then don't sell because there's inevitably going to be some change.

Most companies that are great at something - like AOL dialup or Borders bookstores - do not become great at new things people want (streaming for us) because they are afraid to hurt their initial business.

AOL has a great collection of brands, and the question is, 'Can they innovate and scale their business?' And those are very challenging things to do. But I think they are well positioned to grow.

Willingness to change is a strength, even if it means plunging part of the company into total confusion for a while.

The opportunity ahead for Microsoft is vast, but to seize it, we must focus clearly, move faster, and continue to transform.

Companies can change. Culture can change.

In business, what do we do? We compete.

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

That is the key challenge facing management today; change is the only constant.

When I look at efforts to create change in big companies over the past 10 years, I have to say that there's enough evidence of success to say that change is possible - and enough evidence of failure to say that it isn't likely. Both of those lessons are important.

The world always changes, and teams go through evolutions.

The One Ford plan drives the business to get PGA, Profitable Growth for All, meaning that every year we increase the profits and cash flow. So how do we do that? We serve all the markets around the world with a complete family of vehicles and use the One Ford Plan.

Most innovation is not done by research institutes and national laboratories. It comes from manufacturing - from companies that want to extend their product reach, improve their costs, increase their returns. What's very important is in-house research.

Instead of focusing the traditional planning cycles where companies benchmark their businesses against existing competition, teams need to be developed to foster internal change and disruption. Self-disruption is akin to undergoing major surgery, but you are the one holding the scalpel.