Pierre Omidyar Quotes

Everyone designs who devises courses of action aimed at changing existing situations into preferred ones.

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.

The best way to make change is to know how something works. If you're going to go build something or change whatever it is, if you don't know how it works and you're trying to go make a change in it, the first thing you're doing is you're spending time figuring out how it works. The same thing happens in organizations.

Organizational changes to fix the problems usually create new vulnerabilities in the process of fixing the old ones.

People crave predictability, and when you design and use systems, you give people predictability. More importantly, when you build systems, they can help you orchestrate, and orchestration helps you create the habits that continuously improve the systems!

I am good at conceptualizing and building institutions.

If you've got good systemising skills you can apply them to systems you aren't familiar with, and look for patterns.

Our principal role as designers is to accelerate new ideas and the adoption of new ideas.

When you can't cope with change, you feel overwhelmed, and you look for a simple solution.

Culture change means we will do things differently.

As an organizer, I start from where the world is, as it is, not as I would like it to be. That we accept the world as it is does not in any sense weaken our desire to change it into what we believe it should be - it is necessary to begin where the world is if we are going to change it to what we think it should be. That means working in the system.

I think for anything to be successful, your problems have to become different problems over time.

You need a different checklist and different mental models for different companies.

You meet lots of people in your life, and sometimes you think that people are a certain way, and then they reveal themselves to be a different way.

We've navigated a lot of change at Campbell's. The best thing for me to be able to do is to discuss that change with people.

We can always improve everything.

People on the front lines have the best ideas for how to improve things.

I do think we can be honest and upfront that certain organizations haven't gotten the job done. That's the approach we took in Boston. We identified certain things that we hadn't been doing well, that might have gotten in the way of a World Series, and eradicated them.

Engineers and entrepreneurs are fundamentally dissatisfied with the way the world is and want to make it better. There are so many things you could do with technology if you can match it up with real problems.

If you see something that doesn't make sense, ask. Change it. Think about dollars, think about your soldiers' time, think about efficiency.

In my experience, what is often missing between intent and action is the knowledge and the means to actually change the way we do business or make consumer decisions.

History is a certain way, but you just change the point of view a little bit, and you discover a whole new side of it.

There's nothing wrong with being an innovator, but how do you innovate? Are you just destroying the place, or are you protecting the place?

We need constant change, technological innovation capability, and high productivity to survive in the fierce competitive environment.

It's good to try and learn how to adapt.