Accountability goes hand in hand with reform.
Leadership is about coping with change
People often resist change for reasons that make good sense to them, even if those reasons don't correspond to organizational goals. So it is crucial to recognize, reward, and celebrate accomplishments.
There is nothing more difficult to plan, more doubtful of success, nor more dangerous to manage than the creation of a new order of things..... Whenever his enemies have occasion to attack the innovator they do so with the passion of partisans, while the others defend him sluggishly so that the innovator and his party alike are vulnerable.
The future of the U.N. will be determined by its readiness to change and adapt.
Change the leader, change the organization.
At Duke, the coaches would cover up for you. But with the Wolves, something happens and it's in the papers, and I'm blamed. Things are run differently here - the wrong way, if you ask me. One man wants to blame another.
If you ask the average guy on the street to name five companies that have truly transformed themselves over the few decades, Hewlett-Packard would be on everybody's list. You'd also put on this list GE and Johnson & Johnson.
I'm fascinated by management and organizations: how organizations get things done and how successful organizations are built and maintained, how they evolve as they grow from start-ups to small companies to medium companies to big companies.
People don't dislike change, they dislike being changed.
Start-up teams are always in flux, so, like all start-ups, we're always talking to candidates for various key roles.
Growth becomes less important than stability; we have to give people changes slowly.
Things are bad in 2001 at Yahoo. There's been layoffs, restructuring, lots of people left.
I remember early in my career with Disney, which was a very strange time in the company - there were a couple of executives who were very supportive of me and kind of let me do my own thing.
Abby Johnson has agreed to become Chief Executive Officer of Fidelity, reflecting a further step forward in our leadership succession plan. Abby will retain her role of President, and I will continue to serve as Chairman of the Board.
While Safeco's turnaround is one of the greatest things I have ever participated in, the heart-wrenching decisions to let people go will stay with me forever.
I don't think that any person can fix FEMA. I think FEMA needs a total restructuring. I think it needs to be taken from scratch and redone. The regulations are outdated; the rules are outdated.
I think a lot can be said for consolidation, but I think it should be done for the right reasons.
We need better corporate environments. We need better workplaces everywhere.
What is clear is that business leaders must commit to champion change - to be transparent about their goals for change, to align their incentives systems to drive the change, and to make sure their work environments are flexible in a way that allows men and women who choose to work to be able to achieve all of their potential.
Competent people are the most resistant to change
Designing and implementing a strategy for change is a waste of time until you have discovered and embraced the current reality. If you don't know where you really are, it is impossible to get where you need to be.
That is the key challenge facing management today; change is the only constant.
Any great organization can go through sectarian phases.
It is for the poor people's sake, above all, that we urgently need more unity and better organization and need to concentrate our reform efforts in order to really to achieve reforms, one by one.
