Good Change Management Quotes & Sayings

The final relationship that cannot be ignored is with disrupters:
They are individuals who cause trouble for sport - inciting opposition
to management for a variety of reasons, most of them petty.
Usually these people have good performance - that's their cover - and so
they are endured or appeased.
A company that manages people well takes disrupters head-on.
First they give them very tough evaluations, naming their bad behaviour
and demanding it change.
Usually it won't. Disrupters are a personality type.
If that's the case, get them out of the way of people trying to do their
jobs.
They're poison. — Jack Welch

There was nothing scientific about Scientific Management (Taylorism), and neither was it good management. — Paul Gibbons

We have good leadership only by chance, not by management.

And we need to change that! — Amit Chatterjee

The reason is that good management itself was the root cause. Managers played the game the way it was supposed to be played. The very decision-making and resource-allocation processes that are key to the success of established companies are the very processes that reject disruptive technologies: listening carefully to customers; tracking competitors' actions carefully; and investing resources to design and build higher-performance, higher-quality products that will yield greater profit. These are the reasons why great firms stumbled or failed when confronted with disruptive technological change. — Clayton M Christensen

Good change-management
requires the right mix of urgency and empathy. — A.J. Sheppard

If your coping mechanism to date has been to ignore your weight, don't feel badly. You're in good company. I've done my share of standing on the doctor's scale backwards, cringing as the nurse scribbled on the clipboard, anxious when the doctor came in glancing over my record. I scrutinized his face for any semblance of judgment. Whether or not I faced the scale or the doctor skipped a pep talk, it didn't change the truth and it still pervaded every hour of my waking thoughts. I knew what I needed to do and just agonizingly prolonged it. What about you?

We want our lies to be true--desperately. We think it means less work, less pain. But aren't we experiencing work and pain every day when we are obese? We don't escape it, we just reallocate it, attach it to different problems.

The sooner we face the numbers and start to deal with them, the sooner we can resolve them. — Shannon Sorrels

A company at the top of its game has accumulated a number of rules of thumb - implicit assumptions and beliefs about what has been central to its success. New technologies and business models belie or change some of those assumptions, but they only seem sensible if the management team can become aware of those implicit assumptions and mind-sets and suspend them for a moment to contemplate the change. It's very hard to do that with the inherited wisdom, experience, and lore of a company. This is why the failures of incumbents to capture the benefits of disruptive innovations are a result not of bad managers, but of good managers practicing what they have done best. Incremental innovations can quickly be scaled and incorporated. Disruptive innovations require changes in customer sets, business models, or performance metrics that are no longer consistent with what led to success in the past. — Stefan Heck

THE ONLY WAY TO MAKE PROGRESS IN BUSINESS IS THROUGH CHANGE. AND CHANGE, BY DEFINITION, HAS A CERTAIN AMOUNT OF RISK ATTACHED TO IT. BUT IF YOU PICK YOUR SHOTS, USE YOUR HEAD, AND APPLY GOOD MANAGEMENT, THOSE ROLLS OF THE DICE CAN TURN OUT PRETTY — Phil Rosenzweig

For proponents of ecosystem-based management,the good news is that another new book, Ecosystem-based Management for the Oceans, conveys the topic at its state-of-the-art level of development ... both Marine Ecosystems and Global Change and Ecosystem-based Management for the Oceans are valuable troves that could profitably be mined, and any academic bookshelf would wear them well. — Carl Safina

I think a very good system in a world with a lot of passive investors is one in which there are at least a few entrepreneurial investors, prepared to say what they think, prepared to propose a change in management, change in strategy, change in cost structure, capital structure. — Bill Ackman