Everything changes when there is a real customer yelling at you from the other end of the phone.

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To downsize effectively you have to have empathy with the people who are losing their jobs... What you say to them has a lot to do with the attitude of the survivors: whether they see the company as a money-machine or keep their respect for it.

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I believe you can go into any traditionally centralized corporation and cut its headquarters staff by 90 percent in one year.

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You must avoid the investigation trap � you can't postpone tough decisions by studying them to death.

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The real challenge is creating an entrepreneurial atmosphere in what can easily amount to a big bureaucratic company.

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You shouldn't mix up the long-term business opportunities with the occasional shoot-out. These things will happen.

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In business, today the person at the top is seen as an integral part of the company's image, which is encouraged by the mass media. Much of my work is communicating internally and externally.

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Globalisation is a long-lasting competitive advantage. Building a global company is not so easy to copy.

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Bosses tend to attract clusters of people from their own nationality around them.

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You can't permit a honeymoon of small changes over a year or two. A long series of small changes just prolongs the pain.

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