Cheryl Yeoh Quotes

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

Sometimes you have to destroy your business in order to save it.

Change is always a little bit strange.

Major organizational changes create uncertainty.

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.

We’ve already decided to change. The question is: In which direction do we change, and from where do we start?

Sudden change, even if it is for the good, is disruptive.

All change means disorganization of the old and organization of the new.

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

A restructuring of an organisation is always a difficult time and delicate.

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.

With any form of change, it's kind of like you're dislodging something. Once you've done it a little bit, you can open the floodgates.

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

Any company has got to reinvent itself again and again.

Innumerable confusions and a feeling of despair invariably emerge in periods of great technological and cultural transition.

I want to leave this company in the best possible shape.

We started Kotter International to improve leaders' ability to deal with big, important transformations in organizations - and in their lives.

Many leaders of big organizations, I think, don't believe that change is possible. But if you look at history, things do change, and if your business is static, you're likely to have issues.

Change is rarely comfortable.

It's actually very hard when you're settled in one place to completely uproot yourself and go.

Change is never easy.

Change is such hard work.

Audiences are shifting. Platforms are shifting. Ages are shifting. It's better to be in charge of change than to have to react to change.

Things are bad in 2001 at Yahoo. There's been layoffs, restructuring, lots of people left.

Baseball has undergone and absorbed a whole set of dislocations.