A Quote by Lewis E. Platt
The real secret is to build an organization that isn't afraid to make changes while it is still successful, before change becomes imperative for survival.
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As an organization changes your mindset as a leader also has to change. This becomes the lid to you organization. Whenever my organization starts to settle I believe I have to lift my lid, my capacity I have to think and act in a different way to achieve different results.
In my position, I can make changes. I can make changes across the entire organization. If John Ireland doesn't do his job, in his radio broadcast play-by-play, then we would make that change. If the Laker Girls drop down in caliber and couldn't do a dance number, then we'd make changes there.
The successful human being is adaptable. We have to adapt to changes in weather. We have to adapt to changes in climate. We have to adapt to changing economic circumstances. People that don't have the flexibility to adapt or who are afraid of change or who oppose it are going to be left behind.
Change efforts happen when a firm is out of alignment with achieving its vision. If the organization has broad buy-in on a clear vision, the need for change becomes much clearer. It also helps to over-communicate what you're doing and why you're doing it. Lastly, the leadership needs to spend as much time on "how" changes are being made and "what" changes are being made. Human beings are involved and there are winners and losers.
I believe that technology has the potential to change the fate of nations, industries and companies, as well as the context of our lives. I want to help build the companies that take the risks needed to make those kinds of real changes in the world.
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.
Writers and artists build by hand little worlds that they hope might effect change in real minds, in the real world where stories are read. A story can make us cry and laugh, break our hearts, or make us angry enough to change the world.
Not being afraid to make changes is a valuable tool - knowing you can change back.
People think that you have to do something huge, like go to Africa and build a school, but you can make a small change in a day. If you change Wednesday, then you change Thursday. Pretty soon it's a week, then a month, then a year. It's bite-size, as opposed to feeling like you have to turn your life inside out to make changes.
The secret of a successful art career is to make more art that folks think they need than pieces they just want. When a piece of art emotionally connects with a person the work becomes a need. You are then on your way to becoming successful.
There's a real moral imperative in being an organization that takes the time to sit and listen to the customers and the people they're serving.
If you believe you can change - if you make it a habit - the change becomes real.
Implementing any major changes to the way companies operate requires time and determination and the shift to globally integrated innovation is no exception - it calls for new capabilities to be built, changes in the structure of the innovation organization, new systems, processes and mindsets. The scope and scale of this task shouldn't prevent executives from starting down the path of change as the systemic nature of innovation activities means that every single element of change that's brought about will make a difference.
Everyone wants to change, but change demands desire and discipline before it becomes delightful. There is always the agony of choice before the promise of change.
Every organization needs to be introspective, transparent, and honest with itself. This only works if everyone is unified on the goals and purposes of the organization and there is trust within the team. High-performing, successful organizations build cultures of introspection and trust and never lose sight of their purpose.
I'll make changes at receiver before I make a change at the quarterback.
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