Petr Cech Quotes

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.

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.

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.

Usually, when you're taking over a team, you're restructuring, you're tearing it down, you're building it up again.

I walked in and inherited a management group that I didn't know very well. They didn't know me, and we had a very short window to put together a credible recovery plan.

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

Major organizational changes create uncertainty.

Last season when things weren't working out, I thought we needed a different voice around the place.

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

Change is a process which has to be managed.

I think there's always an adjustment when somebody new is runnings things, from the top down.

Every new coach is interesting.

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

In any rebuilding process, I feel like there's probably going to be two or three coaches.

You'd like to transition with continuity, have people in your own organization rise up and continue forward, whether in coaching or personnel or players.

Law Number XXVIII: It is better to be the reorganizer than the reorganizee.

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

Any company has got to reinvent itself again and again.

Change is always a little bit strange.

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.

A skilled Transition Team leader will set the general goals for a Transition, and then confer on the other team leaders working with him the power to implement those goals.

To me, success in the job is setting a vision, guiding an organization through change - which is exactly what I did at Digitas, and I'm very proud of that - and bringing people together and with you. That, to me, is what it takes to be successful.

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

Change is never easy.