A Quote by Nancy Dubuc

To effect meaningful change, you have to look at who's in the boardrooms, who has the financial control of businesses, and who has the greenlighting power. — © Nancy Dubuc
To effect meaningful change, you have to look at who's in the boardrooms, who has the financial control of businesses, and who has the greenlighting power.
The term power comes from the Latin posse- to do, to be able, to change, to influence or effect. To have power is to possess the capacity to control or direct change. All forms of leadership must make use of power. The central issue of power in leadership is not Will it be used? But rather Will it be used wisely and well?
I think if you look at the commonalities between eBay, PayPal and OpenTable, all three are businesses that built a network in a vertical. Network effect businesses are very attractive businesses.
For small businesses in Kansas and across the country, the coronavirus has the potential to cause devastating financial hardship that would have a ripple effect throughout our economy. These businesses make up the backbone of our communities, and we have to ensure they are properly supported and protected.
I think that today, more so than ever, corporate responsibility is the best strategic as well as financial path that most businesses can follow. For most businesses there are both compelling reasons to be responsible and compelling statistics that validate that responsible businesses do better according to traditional financial metrics. Of course, how you define "responsible" is somewhat of a conundrum.
Trust-me companies are companies whose financial results gallop ahead of their businesses, companies with seemingly perfect control over their quarterly sales and profits. Companies whose financial statements are loaded with footnotes: companies that short-sellers often attack but rarely dent.
Industries with rapid change are the enemy of the investor. Tech businesses, particularly biotech, is a problem from that point of view. All industries work with change, but you should ideally be investing in businesses with a low rate of change, not a high rate of change.
Public 'career feminists' have been more concerned with getting more women into 'boardrooms,' when the problem is that there are altogether too many boardrooms, and none of them are on fire.
Change management is kind of a weird concept to me. We can' t control events any more than we can control the weather. But we control how we deal with it and we can control the opportunities that these moments of change create.
We cannot effect meaningful change if we become complacent, if we become comfortable with our own positions in the status quo.
Control over change would seem to consist in moving not with it but ahead of it. Anticipation gives the power to deflect and control force.
Power is generally defined as control over resources and control over access to resources, which often means control over other people because we're thinking about things like financial resources or shelter, or even love and affection, but we also possess resources that we sometimes can't access.
Power is the agency to effect change, pure and simple. The more power you have, the clearer and less frictional the trajectory from an idea in your mind to its birth in real life.
You can't make good decisions that are going to be meaningful, productive, when you lose control, and you have to maintain mental control, emotional control and to be able to perform physically up to your own particular level of competency; you have to keep your emotions under control.
The economy has made me think I have no power. That is not true. I control the power to change my future.
Anytime we think the problem is 'out there,' that thought is the problem. We empower what's out there to control us. The change paradigm is 'outside-in' - what's out there has to change before we can change. The proactive approach is to change from the 'inside-out': to be different, and by being different, to effect positive change in what's out there - I can be more resourceful, I can be more diligent, I can be more creative, I can be more cooperative.
If you look across a 30-year career in the company, I've executed in a wide arrange of environments. In financial services all around the world, in industrial businesses, and in the acquisition and strategy work.
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