Dennis Muilenburg Quotes

If you could get all the people in the organization rowing in the same direction, you could dominate any industry, in any market, against any competition, at any time.

Set a clear, easy-to-understand vision for your company, and make it be a mission people believe in.

What will become compellingly important is absolute clarity of shared purpose and set of principles of conduct sort of institutional genetic code that every member of the organization understands in a common way, and with deep conviction.

Strategy is not really a solo sport - even If you're the CEO.

I believe in having total clarity around our goals. I believe in creating these goals together as a group and making sure they're aligned with Bob Iger's goals for the Walt Disney Co. And more than anything, making sure people understand that they have a responsibility to one another.

All the great organizations in the world, all have a sense of why that organization does what it does.

What gets left out is the narrative between the bullets, which would tell us who's going to do what and how we're going to achieve the generic goals on the list.

Management must speak with one voice. When it doesn't management itself becomes a peripheral opponent to the team's mission.

From the first-year students' fall orientation to the board's annual budget-approval meeting, everything a healthy college does requires a shared sense of mission.

We've got to be moving together, working together, leading the country together, and ensuring that we achieve the objectives that our alliance has set out for itself.

In business, there's a saying: 'Disagree and commit.' It means that everyone should speak up before a decision is made. But once the boss has decided, you all get behind it to make it happen.

Values can set a company apart from the competition by clarifying its identity and serving as a rallying point for employees. But coming up with strong values - and sticking to them - requires real guts.

Coaching changes are a part of football; they arrive ready to meet the goals they have been set, so you respect them and work with them like any other.

In a well-run tech company, small, elite groups who have ownership in the company are given the freedom to define and achieve their tasks in line with a broader mission that they have internalized as their own.

What I found over the years is the most important thing is for a team to come together over a compelling vision, a comprehensive strategy for achieving that vision, and then a relentless implementation plan.

The organization reflects the behavior and characteristics of the CEO, and that establishes the culture. Foster an environment of open communication, and the organization inherits a culture of open communication.

No matter what business you're in, everyone in the organisation needs to know why

Business purpose and business mission are so rarely given adequate thought is perhaps the most important cause of business frustration and failure.

Building a visionary company requires one percent vision and 99 percent alignment.

I believe that everyone in a company should pitch in to foster a culture of ownership and respect. At KIND, this belief translates to everyone being in the trenches - from team members just starting out to executives who have been with the company for years.

There are no ultimatums for Renault other than we want to improve as quickly as we can.

I'm not sure a lot of companies know their story, or can explain why they exist and who they are, without just spewing just corporate speech.

When you look at organizations that work, everyone is on the same page as far as what they are doing.

When employees join executives in truly owning the responsibility for business success, an exciting new sense of teamwork takes hold.

I realized that if I had to work with others, I had to align with their vision.