Organizational Development Quotes

Leaders establish the vision for the future and set the strategy for getting there.

As one individual changes, the system changes.

About 70 percent of the district was new. It was a short amount of time to get to know hundreds and thousands of people. But with the help and support of old friends, we built a grassroots operation organically from the ground up.

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.

I think a good business book has one coherent idea that is richly played out.

In life, change is inevitable. In business, change is vital.

You can't run a company simply by the numbers. So if you're going to bet on someone, you bet on someone you want to be in business with for a long time.

We have to have the Vision. And we have to form the Intention. And we have to adopt the Means. Vision. Intention. Means. And if we do that, then it works! Every individual, every church, every organization... that's all we need to do.

The executive moves we are announcing today will strengthen American for the long-term future and reflect well on the depth of the Company's management team.

Leading Eventbrite has taught me a lot about how to connect with people to drive results.

An organization's ability to learn, and translate that learning into action rapidly, is the ultimate competitive advantage.

Business is many things, the least of which is the balance sheet. It is a fluid, ever changing, living thing, sometimes building to great peaks, sometimes falling to crumbled lumps.

When I go into management, I want to do so with 100 per cent commitment.

Innovation is an ongoing process that you build into your culture.

Look, you need technical skills to run a company.

Unless you invest in people, you are not going to see growth in the long term, the medium term, and maybe even the short term.

A C.E.O.'s job is leadership, problem solving, and team building. I've done that my whole career.

After Pixar's 2006 merger with the Walt Disney Company, its CEO, Bob Iger, asked me, chief creative officer John Lasseter, and other Pixar senior managers to help him revive Disney Animation Studios. The success of our efforts prompted me to share my thinking on how to build a sustainable creative organization.

It's better to be in charge of change than to have to react to change.

Back 12 years ago, when Dr. Mathews was president here, we had a plan that when I got ready to quit, we'd bring a certain guy in and he'd take over that day and I'd leave. But as time wore on, I realized that wouldn't have been good at all.

Management by objective works - if you know the objectives. Ninety percent of the time you don't.

When someone is made the head of an office in the Ogilvy & Mather chain, I send him a Matrioshka doll from Gorky. If he has the curiosity to open it, and keep opening it until he comes to the inside of the smallest doll, he finds this message: If each of us hires people who are smaller than we are, we shall become a company of dwarfs. But if each of us hires people who are bigger than we are, we shall become a company of giants.

The first step in community organization is community disorganization.

In McKinsey's world, all of life is one of two things: strategy or organization.

Strategic management is not a box of tricks or a bundle of techniques. It is analytical thinking and commitment of resources to action. But quantification alone is not planning. Some of the most important issues in strategic management cannot be quantified at all.