Business Transformation Quotes

Our strategic rationale in Happiest Minds was to have disruptive technology, providing a smart, secure, connected experience enabling digital transformation.

You have to imagine a world in which there's this abundance of data, with all of these connected devices generating tons and tons of data. And you're able to reason over the data with new computer science and make your product and service better. What does your business look like then? That's the question every CEO should be asking.

Creative Destruction is the essential fact about capitalism.

Unless you are building a new company from the ground up and can install caring as your businesses' cornerstone, you have to be willing to embark on a completely cultural overhaul so that, like a local mom and pop shop, every employee is comfortable engaging in customer service, and does it authentically.

Do you want to spend the rest of your life selling sugared water or do you want a chance to change the world?

I have been reorganizing and restructuring AOL: changing the strategy and rebuilding it from scratch in the worst economy in a generation.

Remember: you cannot build a better mouse trap by fixing the old one - NewCo demands active ownership, and that activity is not the sum of doing multiple jobs but, instead, the sum of implementing paradigm-shifting changes that create new industries and solutions.

If you ask the average guy on the street to name five companies that have truly transformed themselves over the few decades, Hewlett-Packard would be on everybody's list. You'd also put on this list GE and Johnson & Johnson.

5G goes beyond the regular operator business; it's a business revolution.

Look back to the old days: people bought an MS DOS machine and struggled with it for weeks to bring it up to speed. Then Apple created Macintosh, struggled a bit with it, but eventually succeeded. Then it went into other businesses. If your company truly wants to change the world, it would make these problems go away for customers.

The strategic plan to transform Valeant smartly focuses on rebuilding the company's core franchises in ophthalmology, dermatology, and gastroenterology while simultaneously using the proceeds from the sale of non-core assets and operating cash flow to de-lever the company.

This is a fantastic time to be entering the business world, because business is going to change more in the next 10 years than it has in the last 50.

While Safeco's turnaround is one of the greatest things I have ever participated in, the heart-wrenching decisions to let people go will stay with me forever.

I believe that technology has the potential to change the fate of nations, industries and companies, as well as the context of our lives. I want to help build the companies that take the risks needed to make those kinds of real changes in the world.

Sometimes it's more difficult to achieve a 10% cost reduction than it is to tell people they have to achieve 50%. Small incremental steps block your view of doing something fundamentally different.

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

The emergence of Uber X was really the most important pivot maybe in the history of Silicon Valley. It's a vast majority of Uber's revenues, and so that flexibility and the rapid growth and the fighting the battles, it's all Travis. You can't take any credit away from him.

To thrive, all businesses must focus on the art of self-disruption. Rather than wait for the competition to steal your business, every founder and employee needs to be willing to cannibalize their existing revenue streams in order to create new ones. All disruption starts with introspection.

There's a smugness that goes with being a huge company. The big fish say, 'If it's so great, why didn't we invent it?' But how'd you like to be makin' buggy whips when cars came along?

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.

We believe the singularity is inevitable, and all businesses will be redefined as computers overtake humans in intelligence.

It's hard to overemphasize how important Ford's deregulation was. True, most of the benefits took years to unfold-rail freight rates, for example hardly budged at first. Yet deregulation set the stage for an enormous wave of creative destruction in the 1980s.

The need to go digital remains a top priority for clients, and we are investing aggressively to drive innovation and deliver digital transformation.

We believe strongly that all meaningful change comes from entrepreneurs.

I'm the ninth CEO of IBM. Every one of my predecessors has steered through a technological shift, and every one left the company in a better position than the person before them and prepared this company with a very strong balance sheet to allow it to continue to invest for the next shift.