A Quote by Lawrence Eagleburger

That said, there is a tendency to help the large industrial conglomerate more quickly than the small company you have never heard of. That is something in the culture we are trying to change.
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.
From building a fire one can learn something about artistic composition. If you use only small kindling and large logs, the fire will quickly eat up the small pieces but will not become strong enough to attack the large ones. You must supply a scale of sizes from the smallest to the largest. The human eye also will not make its way into a painting or building unless a continuum of shapes leads from the small to the large, from the large to the small.
Clothing sizes are weird, they go: small, medium, large and then extra large, extra extra large, extra extra extra large. Something happened at large, they just gave up. They were like, 'I'm not doing any more adjectives; you just keep putting extras on there.' We could do better than that: small, medium, large, whoa, easy, slow down, stop it, interesting, American.
Things can change if the military can do a paradigm shift and gets out of the shame and coverup cycle and be a leader in our culture. In the 50s, 60s and 70s there were huge race problems in the military even more severe than the culture at large. The military saw it was detrimental and it changed and became a model to society at large.
There is something more profound than just real estate because the decline of retail is social. People don't go in small stores - that is a change that is happening in the consumer culture.
I never said that I wanted to be the only company, is it my fault that I ran my company well? Wouldn't you want the best for your company? Also consider that I started of small.
Do not be afraid of large patterns, if properly designed they are more restful to the eye than small ones: on the whole, a pattern where the structure is large and the details much broken up is the most useful...very small rooms, as well as very large ones, look better ornamented with large patterns.
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.
Nothing ruins the flow of conversation more quickly than refusing a compliment you have just received. Never disagree with something nice that is said to you or about you.
At Travelers, we were much more opportunistic. It was very successful, but it wasn't an integrated financial services company. We had a property casualty company, a life company, a brokerage company. We were a financial conglomerate. It wasn't a unified, coordinated strategy of any sort. When it merged with Citi, that became a big issue; Citi, at that time, wasn't yet a fully integrated, coordinated company.
Machines help us do things more quickly and efficiently, but they can also destroy some community activities. Machines can also throw the weakest people out of work and this would be sad, because their small contribution to the housework or cooking is their way of giving something to the community. People who are capable of doing things very quickly with the help of machines become tremendously busy, always active, in charge of everyone - a bit like machines themselves.
I'm interested in the way that the language of labor has been suppressed in our culture, the way it has disappeared from our vocabulary and is never heard on stage. . . . I'm better at writing than I am at organizing [political action]. SLAUGHTER CITY is my small contribution. If it gives people a voice it is worth something. So often we forget what we are no longer hearing.
Every success story is a tale of constant adaption, revision and change. A company that stands still will soon be forgotten. Trying to provoke positive change is a principle we've embedded across the Virgin family for more than four decades.
Help each user personally. Sure that won't scale to a very large size, but when a startup is just starting out, it really helps you have an advantage as a small and nimble company.
Global climate change is real and we have a limited time to change our behavior or live with the consequences. We can all help by making small changes in our lives to letting our voice be heard by our governing bodies. As has always been the case in this country, if the people demand change, it will come.
I used to wonder if running a large industrial company would really square with my values.
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