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Kristen Cox on budgeting

From Piercing government complexity: seeing the signals to save billions | Kristen Cox | TEDxFolsom · · TEDx Talks

“I've run state budgets... You can calculate the cost of this, but they don't show up on our traditional budget tools.”

Kristen Cox
Senior Vice President & Chief Stores Officer, BIG LOTS INC
Policy Impact budgetingpublic financehidden costs

On , Kristen Cox, Senior Vice President & Chief Stores Officer at BIG LOTS INC, spoke about budgeting during Piercing government complexity: seeing the signals to save billions | Kristen Cox | TEDxFolsom on TEDx Talks.

Piercing government complexity: seeing the signals to save billions | Kristen Cox | TEDxFolsom
Watch on YouTube
Piercing government complexity: seeing the signals to save billions | Kristen Cox | TEDxFolsom
TEDx Talks
Watch on YouTube
What if the biggest cost in government isn't fraud or overspending, but the noise that hides the real signals of progress? In this talk ...
Kristen Cox

About Kristen Cox

Senior Vice President & Chief Stores Officer · BIG LOTS INC

Kristen Cox, who served as budget director and oversaw operations for the state of Utah under Governor Gary Herbert, has spoken publicly about applying the Theory of Constraints to government and nonprofit organizations. She has described her approach as focusing on identifying the "signal" — the most critical problem to solve — rather than reacting to "noise," which she defined as distractions and efforts that do not convert to outcomes. Cox stated that government often solves the wrong problems and that the largest source of undetectable waste comes from reacting to noise rather than signals. She reported that in Utah, her team achieved a 27% improvement across every cabinet agency and that the state had fewer employees in 2020 than in 2000 despite 30% population growth, saving half a billion dollars a year in labor costs. Cox is the co-author of the book *Stop Decorating the Fish*, which she described as a business fable about a fishing town that fails to solve its core problem. She has advocated for organizations to stop doing 80% of their activities and focus on the fewest things that will make the biggest difference. Cox has identified what she calls the "seductive seven" — common solutions such as more data, new technology, reorganizations, and strategic plans — that she said give the illusion of progress without solving the core problem. She has emphasized that breakthroughs come from questioning fundamental assumptions rather than adding new tools, and she has cited Elon Musk as an example of someone willing to challenge those assumptions.

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