Denise Morrison Quotes
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There is power in helping people get excited about what they do and inspiring and motivating them to unleash their full potential.
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Don't just let your career happen to you.
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I've been preparing to run a big company all my life.
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I can cite numerous sponsors at different places in my career that made a huge difference for me just in terms of pulling me aside and giving me a tip or some coaching, or just watching what I was doing and not being afraid to tell me the truth about it.
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For us, giving back is not an extracurricular activity.
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Bolthouse is a great strategic fit with Campbell.
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It is not about finding a work-life balance, but, rather, it's about work-life integration. I've learned to integrate my work and life so that the two exist as harmoniously as possible and priorities can be set.
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Health and wellness does mean different things to different people.
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Moving with the times is an important idea for strategy today.
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The first step in changing a culture, I believe, starts with the senior leadership team - and with the CEO.
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Through the Internet of things, 'connected kitchens' will alert consumers if they're running low on broth and when their salad dressing needs to be replenished.
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As the leader, you're empowering talent. Once you've given the direction, it's a joy to see it put into action, to see people on every level of the company carrying out the strategy.
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Evolving our culture to operate and think differently is no small task. We are challenging our employees to be the best of both small and big companies - they should operate with the soul and spirit of a startup, while leveraging the scale, resources and capabilities of Campbell - with the goal of ultimately becoming the biggest small company.
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Not every great idea needs to be Campbell-generated. It's clear that partners and vendors and other external sources will generate innovative ideas for us.
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The top principle for disruptive and sustaining innovation is that it has to have a laser focus on customers. Innovation begins with their needs and expectations.
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I've always believed consumers have a right to know what's in their food.
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The personal mission statement was important for me because I believe that you can't lead others unless you have a strong sense of who you are and what you stand for.
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What people look for in their leaders is authenticity. You say, 'I'm not going to ask you to do anything that I'm not going to do myself.'
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My mother taught us that ambition is part of femininity and really taught us to have substance but also style.
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I think you have to see two steps ahead of things. That's just the way I roll.
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Life's a balancing act. You have multiple roles and goals, and you can do it all - just not all at once.
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The leader is the person who brings a little magic to the moment.
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I do think the position I play is a powerful position.
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I talk to my parents a couple of times a week. I talk to my daughters every day.