A Quote by Jack Welch

Any time there is change, there is opportunity. So it is paramount that an organization get energized rather than paralyzed. — © Jack Welch
Any time there is change, there is opportunity. So it is paramount that an organization get energized rather than paralyzed.
Talking about improving the culture, I prefer to say "develop" or "evolve" rather than "change". If I walk into a room and say: "we are here to change the organization," it sends shock waves through the group. If I say: "your success to date has come from who you are, to be successful in the future, we need to get to X, let's talk about how we evolve the organization to that point," that is a very different statement. Successful organizational "change" must come from the people. So, recruit them with common purpose, recognize that it will take time, and plow forward.
Often, the greatest challenge facing an organization is recognizing and acting on opportunity rather than solving a problem.
Now is not the time for us to shy away from challenging ourselves to make substantive change for the better. We have the opportunity to raise the bar in the faith-based world by forging a culture in which inclusivity, diversity, and equality are paramount.
I had spend a lot of time looking at things intellectually, coming from the head, let's say, rather than the heart, and saying things that way. Turns of phrases became paramount to any kind of feeling behind them, which is not to say they were all devoid of that.
An employee who's one of hundreds, rather than one of a few, is unlikely to feel personally responsible for helping the organization adapt and change.
We want to understand what works here rather than what worked at any other organization.
Irrelevance happens when the speed of change outside an organization is greater than speed of change inside an organization.
There are certainly more people in the business world who would score high in the psychopathic dimension than in the general population. You'll find them in any organization where, by the nature of one's position, you have power and control over other people and the opportunity to get something.
Any time you have a change of leadership in an organization, everything kind of shifts.
Visionary people face the same problems everyone else faces; but rather than get paralyzed by their problems, visionaries immediately commit themselves to finding a solution.
Progressive companies regard climate change as an opportunity rather than a threat
...it is business that can exercise the fastest degree of change by seeing the opportunity rather than the threat
You must develop a sense of what you can contribute that goes beyond 1 company or organization. A career path today will likely involve moving from organization to organization, creating a picture of rising circles, rather than a vertical ladder. In fact, a vertical rise within one organization will very likely move you away from your strongest areas of competence.
No leader or organization can achieve breakout growth until it treats, "we've always done it this way" as an opportunity to think anew rather than as a reason to stop thinking. Keep in mind, tradition should be a guide, not a jailer.
If you could get all the people in the organization rowing in the same direction, you could dominate any industry, in any market, against any competition, at any time.
If you could get all the people in an organization rowing in the same direction, you could dominate any industry, in any market, against any competition, at any time.
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