No institution will go through fundamental change unless it believes it is in deep trouble and needs to do something different to survive.

For the first month, I listened, and I tried very hard not to draw conclusions

You can’t mandate [cultural change], can’t engineer it. What you can do is create the conditions for transformation. You can provide incentives. You can define the marketplace realities and goals. But then you have to trust. In fact, in the end, management doesn’t change culture. Management invites the workforce itself to change the culture.

If the practices and processes inside a company don't drive the execution of values, then people don't get it. The question is, do you create a culture of behavior and action that really demonstrates those values and a reward system for those who adhere to them?

No institution will go through fundamental change unless it believes it is in deep trouble and needs to do something different to survive.

I think that my leadership style is to get people to fear staying in place, to fear not changing.

It is not about bits, bytes and protocols, but profits, losses and margins.