Hans Vestberg Quotes

Change in leadership does not only come in a pin stripe suit with a bald spot on its head.

In business, sometimes you have to change the CEO in order to change the direction of the company.

The company-as-a-machine model fits how people think about and operate conventional companies. And, of course, it fits how people think about changing conventional companies: You have a broken company, and you need to change it, to fix it.

CEOs can stay too long.

Any time you have a change of leadership in an organization, everything kind of shifts.

Deciding whether or not to bring in an outside CEO is one of the most gut-wrenching decisions that a founder will ever need to make.

Managers are trained to make incremental, programmatic improvements. They aren't trained to lead large-scale change.

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.

Replacing General McChrystal with David Petraeus was a good first step, but more will be needed.

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

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.

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.

And I was asked if I would come and help with the recovery of this great British company, Cable and Wireless, and I'm delighted to become part of the new and very talented management that have been brought in to that company as well.

It could happen to anyone when you get hired by a different president. There's a difference in philosophies. It happens. It's a change in CEOs. They have their own people, their own philosophies, and it's different than what Bob stands for.

One of the symptoms of a losing streak is a turnover of top executives. It's a revolving door.

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.

We've navigated a lot of change at Campbell's. The best thing for me to be able to do is to discuss that change with people.

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

In business terms, if you take over a company and oust its CEO or fire a divisional chief, you run the place. But in institutional terms, as it happens, it doesn't at all work that way.

During the time of Webex growing from $0 to greater than $700M, the company was sold to Cisco. The Webex team lost the passion and drive to further grow the business because many Webex veterans left and Cisco's integration with Webex was not successful.

The progress we have made in a short amount of time gives me confidence we're making the right moves to turn around our business and reposition McDonald's as a modern, progressive burger company.

For a hot-shot CEO taking over a troubled company, mass firings are the ultimate quick fix, the accounting equivalent of crack: cheap, easy to score, instantly gratifying, and highly addictive.

One must also acknowledge that there are moments in an organisation's development when fresh blood and new vision are required, which may imply that an outsider may be better suited to the leadership role.

In the long term the most important question for a company is not what you are but what you are becoming.

When a new coaching staff comes in, there are a lot of changes that happen with that.