Billy Beane Quotes

You always have years when you go through transition and the side needs to be rebuilt. Or you have changes in terms of managers.

In any rebuilding process, I feel like there's probably going to be two or three coaches.

It's generally much easier to kill an organization than to change it substantially.

Reorganization to me is shuffling boxes, moving boxes around. Transformation means that you're really fundamentally changing the way the organization thinks, the way it responds, the way it leads. It's a lot more than just playing with boxes.

In any business that grows big on one business model, transitions can throw everything in the air.

We do as much harm holding onto programs and people past their natural life span as we do when we employ massive organizational air strikes. However, destroying comes at the end of life's cycle, not as a first response.

Most of the clubs I have had, they have been in a precarious situation when I have taken over and I have had to change it, even going back to Scarborough and all that.

As part of any new leadership organization, you come in with a team. You come in to assess. You come in to rearrange.

Usually, when you're taking over a team, you're restructuring, you're tearing it down, you're building it up again.

If I can impact an executive and his or her team, I can help to change the culture of an organization.

I walked in and inherited a management group that I didn't know very well. They didn't know me, and we had a very short window to put together a credible recovery plan.

Any company has got to reinvent itself again and again.

A skilled Transition Team leader will set the general goals for a Transition, and then confer on the other team leaders working with him the power to implement those goals.

All companies of any size have to continue to push to make sure you get the right leaders, the right team, the right people to be fast acting, and fast moving in the marketplace. We've got great leaders, and we continue to attract and promote great new leaders.

In most organizations, change comes in only two flavors: trivial and traumatic. Review the history of the average organization and you'll discover long periods of incremental fiddling punctuated by occasional bouts of frantic, crisis-driven change.

Managers tend to treat organizations as if they are infinitely plastic. They hire and fire, merge, downsize, terminate programs, add capacities. But there are limits to the shifts that organizations can absorb.

Major organizational changes create uncertainty.

Multiple mergers can be challenging because people come from different backgrounds.

To me, success in the job is setting a vision, guiding an organization through change - which is exactly what I did at Digitas, and I'm very proud of that - and bringing people together and with you. That, to me, is what it takes to be successful.

It all sounds almost silly, but the fact is that the only way to change a corporate culture is to just change it.

Because management deals mostly with the status quo and leadership deals mostly with change, in the next century we are going to have to try to become much more skilled at creating leaders.

There's always, I guess, a philosophy that if you come in, you want to change all the parts, you want to change everything over. I've always tried to preach that consistency and continuity are very, very important. So if I know the baseball people, and I know they're competent and could do the job, I don't see any reason to replace them.

There was a point in time when I was in dire need of changing the way the model agency was working.

Sometimes, in order to be successful, a business must reset.

Let's form proactive synergy restructuring teams.