Christie Hefner Quotes

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.

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.

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

There was a point in time when I was in dire need of changing the way the model agency was working.

I do think - as self-serving as it sounds - that I was the right person, given the very, very strong headwind we had from the economy and our own issues, to come back and rewrite the future of the company.

If you have a chance of working for a healthy company or a sick one, choose the sick one. The sickest ones need the best doctors and it's a lot easier to stand out in a company that needs help.

Organizational changes to fix the problems usually create new vulnerabilities in the process of fixing the old ones.

When I first came to Playboy, I thought I would go on and do something else in a few years. But when the company got into trouble with political and regulatory challenges, I felt that I could really lead the turn around.

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

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'm not particularly good at running things when once they get to a certain level. Once it gets routine, get me out of the way.

I turned Compaq from a small company with troubles into a computer powerhouse. We can do the same at Intershop.

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.

When businesses go through hard times, through down markets, what do they do is they challenge every basic assumption of how they operate. They innovate. They create disruption for a while that leads them to even greater heights when the economy turns around.

We brought Safeco back from the brink of failure.

There's a lot of books out there about how you lead change in business, but I've certainly not seen any... on how you do that in public institutions.

If you look at my business record, I basically love to do turn-arounds. That's where I made all of my money.

I am honored to be able to serve GM at this critical juncture and take part in its reinvention.

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

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.

Reform comes in the wake of disaster.

The consolidation that we started in 2009 was clearly the requirement of that time.

I think a lot can be said for consolidation, but I think it should be done for the right reasons.

Despite PAL's troubles in the late 1990s, we were fortunate to have steered the company to clearer skies.

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.