Fred Wilson Quotes

That is the key challenge facing management today; change is the only constant.

The No. 1 criticism most managers get is that they don't ever change or wait too long to make changes... It's very simple: Either things are performing or they're not. And if it's not performing, we have to make changes.

Not only is it possible to do lean startup in federal government, but it's the most effective way to drive change in the federal government.

I think there are certain business matters which we must now conduct differently than we used to.

In business, sometimes you have to change the CEO in order to change the direction of the company.

But in a turbulent environment the change is so widespread that it just routes around any kind of central authority. So it is best to manage the bottom-up change rather than try to institute it from the top down.

Well, if you look back, in almost two and a half years, the biggest change probably was in late 2000 when we decided to totally change the CA business model.

Managers are trained to make incremental, programmatic improvements. They aren't trained to lead large-scale change.

You don't implement change easily in Japan unless you explain very clearly why you need to do this change, how you're going to do this change and what's going to be the outcome of this change. If you offset or you forget to explain one of these three steps you're not going to do it.

The company-as-a-machine model fits how people think about and operate conventional companies. And, of course, it fits how people think about changing conventional companies: You have a broken company, and you need to change it, to fix it.

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.

I basically apply with my teams the lean startup principles I used in the private sector - go into Silicon Valley mode, work at startup speed, and attack, doing things in short amounts of time with extremely limited resources.

So in one leap we had gone from being a friendly society to something almost professional.

I take a lean-startup approach: creating agile, interdisciplinary teams that get the minimum viable product to market as soon as possible. It's my job to be entrepreneur-in-residence, an internal change agent.

What is clear is that business leaders must commit to champion change - to be transparent about their goals for change, to align their incentives systems to drive the change, and to make sure their work environments are flexible in a way that allows men and women who choose to work to be able to achieve all of their potential.

You can't build an adaptable organization without adaptable people - and individuals change only when they have to, or when they want to.

Test fast, fail fast, adjust fast.

Business is constantly changing, constantly evolving.

Some people are serial entrepreneurs and want to just move on to the next thing. They just want to clean the slate and start from scratch. I feel that sometimes, too, and the way that we do that here is we build things inside Shutterstock: we launch new products all the time.

You get a culture of entrepreneurship after you have successfully changed the accountability system so that people can use a better process. Process drives culture, not the other way around, so you can't just change the culture, you have to change the system.

At XL we are continually focused on the rate of change, the increasingly interconnected world and the need to help our clients advance wherever their business occurs.

Most people don't like change. They revolt against it unless they can clearly see the advantage it brings. For that reason, when good leaders prepare to take action or make changes, they take people through a process to get them ready for it.

It appears that PepsiCo views structural change as a sign of weakness, an admission of failure, and an untenable break with past traditions.

When I came into the business, things changed a lot, and my life was in a real state of flux.

In a start-up company, you basically throw out all assumptions every three weeks.