Organizational culture begins in HR. This means to hire for attitude and train for skill.
BILL CAPODAGLIWalt’s major passion was to provide the finest in family entertainment. For the most part, for nearly a century, the Company has stayed true to that legacy, and has set the standard for the entire entertainment industry.
More Bill Capodagli Quotes
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Love for coworkers, love for customers, love for the product and love for self. Walt Disney instilled all of these “loves” in his company. Each of these factors is critical to achieving success in any organization.
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The role of any exceptional facilitator or consultant is to work themselves out of a job.
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Twenty years ago if you provided someone with horrible service, it may take weeks or even months for the word-of-mouth message to get out to 15-20 potential customers.
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In today’s global economy, innovations and improvements to products and services are not only happening more rapidly than ever before in history, they are being communicated instantaneously. So, it’s “innovate or die”!
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The best ideas can come from anyone within an organization. Leaders must remember that if they want employees to embrace a new organizational “Dream” or strategy, they need to include them and seek their ideas. Creativity is NOT just for the R&D department.
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Knowledge is the understanding of what, how and why we need to do something. Skill is applying that knowledge in a practical situation.
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Walt Disney said everything he had ever accomplished was a result of Mickey Mouse. Mickey was Walt’s alter ego and he was originally modeled after Charlie Chaplin’s Little Tramp character. So without Chaplin, who knows what Mickey would have become!
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Productivity starts with doing the right things.
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Habits grow from obtaining knowledge, attitude and skills.
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In the long run, it costs more to provide poor rather than good service.
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One of the reasons for The Walt Disney Company’s long- term success is really the first of Dr. Deming’s famous points, “create constancy of purpose.” In his professional career,
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When you focus on results, you will very seldom see a change in your culture. But, if you focus on a customer-centric culture, you will realize long-term results.
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The two critical questions to ask are: “Who is my customer?” and “What value am I adding?” Unfortunately, many workers cannot answer these questions. They tend to blindly do things, and develop bad habits of doing things over and over for no good reasons.
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Vision without execution is like a plane without wings, or Dumbo without ears, it just won’t fly.
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When values are deeply embedded within an organization, they seldom change.
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