It's very difficult to innovate without requiring people to do something different. And whenever you require people to do something different, you're talking about change.
I was a corporate hatchet man, and it's impossible for me to turn that off. It's this curse when I walk into businesses: 'That needs to be fixed, that needs to be fixed.'
I'm committed to structural changes.
When a new coaching staff comes in, there are a lot of changes that happen with that.
All bureaucracies have to be weeded and watched.
I came back to Philips and quickly realised that the TV business had a major performance issue and some structural challenges. Rather than try to tweak it and sit things out, we said we had to go for a structural solution.
Well, if you look back, in almost two and a half years, the biggest change probably was in late 2000 when we decided to totally change the CA business model.
An organization needs to be constantly refreshed.
I think that every project offers an opportunity to reinvent process as well as content.
Rethinking product supply chains offers another opportunity for traditional enterprises to introduce a host of positive outcomes.
Conventional companies try to find new uses for capabilities they already have. Transformers look at what the market needs and then go build it, hiring new people and/or taking people off other jobs.
