A Quote by James A. Champy

When a change initiative is focused on changing a company's culture directly, it can take five to ten years to accomplish its objective. Company cultures don't change easily. My friend Peter Drucker used to argue that company cultures don't change at all.
I used to believe that you could change the culture or behavior of a company. I still believe it's possible, but it is at least a five to ten year process, if you are successful at all. More recently, I have been attracted to the ideas of the behavioralist, Edgar Schein. Schein has argued that you cannot change the culture of a company, but you can use the culture of a company to create change. It's an interesting approach to overcoming resistance. And if you can change how a company does its work, you might eventually be able to change how its people think.
A change initiative can fail for multiple reasons - in fact, there are just too many things that can go wrong. The focus of the initiative might be wrong - too narrow or too broad. The initiative might be poorly executed or under-resourced. But most often, a change initiative fails because it hits a behavioral impasse. Something in the culture of the company is in conflict with the objective or execution of the initiative.
Company cultures are like country cultures. Never try to change one. Try, instead, to work with what you've got.
My goal is to change NXT. It is to change every company I've ever been to, and I've changed every company.
For each human being there is an optimum ratio between change and stasis. Too little change, he grows bored. Too little stability, he panics and loses his ability to adapt. One who marries six times in ten years won't change jobs. One who moves often to serve his company will maintain a stable marriage. A woman chained to one home and family may redecorate frantically or take a lover or go to many costume parties.
Companies that actually survive and flourish are going to change their business model from production to aggregating the networks and the network services and solutions. If you're a construction company or an IT company or a logistics company or an information data operation, to the extent that you can find ways to help build the commons, you can get some commercial value in that.
People don't want to change. It's hard for people to change and it's hard for businesses to change. If I was running an oil company, I would be resistant to change too.
One of the difficult things in a high-growth company is that, even with the best intentions, the company moves so fast, and growth happens so regularly. When you move at that rate, you have to be willing to change, and you have to be willing to take advice.
One of the reasons I like immersing myself in different texts, putting myself in the company of other writers, is that they do change your vocabulary. They change what you write about or they change the length of lines.
By declaring yourself a leader, you're taking initiative and moving into a role of influence in a lively and vital network that's changing the world. We're changing the world, first by changing ourselves and then by touching the world as changed beings. We believe the change in us catalyzes change in others. So in changing the world, we're choosing to be the change we wish to see in the world. By taking on this leadership role, you are choosing to be the change too.
When you're in a start-up, the first ten people will determine whether the company succeeds or not. Each is 10 percent of the company. So why wouldn't you take as much time as necessary to find all the A players? If three were not so great, why would you want a company where 30 percent of your people are not so great? A small company depends on great people much more than a big company does.
Designful companies are those that weave design thinking into the fabric of the company. In a designful company, innovation is rewarded instead of punished. Risk taking is the norm instead of the exception. Some companies have already embraced this type of culture change with impressive results.
Change has to be fundamental to a company's culture, or there is no way it can survive.
In business, sometimes you have to change the CEO in order to change the direction of the company.
Unless the company becomes obsessed with constant change for the better, gradual change for the worse usually goes unnoticed.
If you start a chocolate company, you can't compete with Cadbury in the first ten years because they are a big company.
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