Adrian Cook

“In sharp contrast is the recent failure of a brilliant chairman and chief executive to make effective a new organization structure and new objectives in an old, large, and proud American company. Everyone agreed that the changes were needed. The company, after many years as leader of its industry, showed definite signs of aging; in almost all major fields newer, smaller, and more aggressive competitors were outflanking it. But to gain acceptance for the new ideas, the chairman promoted the most prominent spokesmen of the old school into the most visible and best-paid positions—especially into three new executive vice-presidencies. This meant only one thing to the people in the company: “They don’t really mean it.”
― Peter F. Drucker, The Effective Executive: The Definitive Guide to Getting the Right Things Done