I look for people who work to solve problems and help colleagues. I sack politicians… Solve problems laterally; don’t keep bringing them up the line.

It was clear that at all levels of the organization there was fear, uncertainty, and an extraordinary preoccupation with internal processes as the cause of our problems and, therefore, a belief that tinkering with the processes.

I just had to find the teammates who were ready to try to do things a different way.

We got there in stages because, while you can force anything down the throat of an organization, if people don’t buy into the logic, the change won’t stick.

Nothing can stop a cultural transformation quicker than a CEO who permits a high-level executive—even a very successful one—to disregard the new behavior model.