As I found at QPR, a club in the process of a takeover is paralysed.
I think there's always an adjustment when somebody new is runnings things, from the top down.
As board members, we only meet infrequently and are not as engaged with the front line, necessarily. The first thing I did as CEO was I left this board room.
Any time you have a change of leadership in an organization, everything kind of shifts.
The coach is the first person who is under pressure but when a new manager comes you should give him time.
I hired top-notch people, trusted them to do their jobs, and then came to grips with the fact that I wouldn't be coaching as much.
I followed an Italian manager and it cannot be easy when you follow a manager who thinks very differently.
The industry has to learn how to do CEO succession well. If your definition of success is Intel or Microsoft or HP or IBM, that's not a good track record, and yet they are the most successful ones.
When you change a manager like Sir Alex Ferguson, it is difficult.
A change in leadership is required to produce a change in outcomes.
We have built a company with a business mix and operating system that will allow us to deliver record results in any foreseeable economic climate, ... We have just completed a very successful management transition and I've never been more confident about the company's future.
