Quotes of All Topics . Occasions . Authors
Bernard Tyson, CEO of Kaiser Permanente, sees technology as an augmentation to current healing tools - but not a replacement for human kindness, an integral part of healthcare.
Look - this is the terror of being a founder & CEO. It is all your fault. Every decision, every person you hire, every dumb thing you buy or do - ultimately, you're at the end.
The inequality between CEO compensation and the compensation received by workers and stockholders has grown to such an extent that it endangers our economy and and our society.
Almost nothing can make you more miserable than when your company is struggling, and only then do you realize that this is exactly when it's almost impossible for a CEO to quit.
As a serial entrepreneur, angel investor and public company CEO, nothing irks me more than when a startup founder talks about wanting to cash in with an initial public offering.
Vanguard never would have happened if I hadn't been fired as CEO of Wellington Management Company, the firm that did the investing for the Wellington fund and eight sister funds.
We sold OkCupid to Match in January of 2011. In September of 2012, I became CEO of all of Match, which is the operating segment of IAC that contains all of the dating properties.
The women at all levels of the entertainment industry - from interns to Oscar winners - who kept quiet to protect their careers should be a lesson to every CEO and HR department.
In my experience, it is the leader - the CEO - who plays the crucial role in creating and 'owning' an organization's culture, setting the tone, and executing on that consistently.
I wasn't one-hundred percent sure that Jenny Craig was going to be the right program for me, but I wanted to do something. So I sat down with the CEO of Jenny Craig, Patti Larchet.
I've taken the leap of faith to stop punching the company time clock and start working for myself. I'm now the CEO of Starfish Media Group, my production company, in New York City.
It's important to choose initial investors who are not twitchy and rushing for an exit. Wall Street's quarter-by-quarter lens may make the CEO make sub-optimal long-term decisions.
I was first hired at Staples in 1992, by company founder Tom Stemberg and eventual CEO Ron Sargent, to be the first director of marketing and merchandising for the catalog business.
The deck is still stacked in favor of those already at the top. And there's something wrong with that. There's something wrong when CEOs make 300 times more than the typical worker.
If you have a line of business - I know this as a CEO - or if you have a teenager - I know this as a parent - who have a spending problem, what do you do? You quit giving them money.
My becoming the CEO is a testament to our long commitment to diversity inclusion. And I intend to really focus and really pay that forward for our future diverse leaders at Deloitte.
I'm so glad I didn't become a doctor, because I do more than any doctor can do. I am an administrator, a CEO, doctor, psychiatrist, an activist, a campaign funder. I think I did well.
A positive, high-performance culture can quickly turn negative if the CEO is not rigorous in constantly articulating values and holding people accountable for both results and values.
Feminism is being able to have the choice - the choice to be a CEO, to be an executive, to be a journalist, to be a congresswoman, to be a mother, a stay-at-home mother, to be a wife.
While they're in WWE, we absolutely have a health and wellness policy. I'll probably always say 'we,' even though I've resigned as the CEO. It's kind of hard to break a 30-year habit.
I am honored to join the Under Armour Board, and look forward to seeing how a founder and CEO operates a dynamic and fast-growing company known for innovation and its competitive edge.
In my role as executive vice president of development and acquisitions for the Trump Organization and founder and CEO of my own lifestyle brand, I've had a lot of practice negotiating.
I've developed a much greater respect for our politicians and every high-tech CEO. It's very easy to read about the things they did that you, of course, would have avoided in hindsight.
In business terms, if you take over a company and oust its CEO or fire a divisional chief, you run the place. But in institutional terms, as it happens, it doesn't at all work that way.
When I was still settling into being a CEO, I wasted a lot of time driving initiatives designed to please others, acting as if someone wouldn't let me do what I wanted to do with Redfin.
When I was president of the company, I said, 'Okay, I can do this - piece of cake.' Then when you are the CEO, the responsibilities multiply enormously because you worry about everything.
I admire woman like Marissa Mayer, the first female engineer and then CEO of Yahoo. Women who don't only strive to be the equals of men, but who strive to live up to their full potential.
I am the CEO and co-founder of Purpose - a social movement incubator and agency. We work on ways to help millions of people combine their power as citizens, consumers and cultural agents.
As a CEO of a large company, clearly we need policies in the U.S. government that are pro-business, because at the end of the day, we all work within the framework of a country's policies.
Just because you are CEO, don't think you have landed. You must continually increase your learning, the way you think, and the way you approach the organization. I've never forgotten that.
In 2000, when my partner Ben Horowitz was CEO of the first cloud computing company, Loudcloud, the cost of a customer running a basic Internet application was approximately $150,000 a month.
Remember when those CD-ROMs from AOL came in the mail almost every day? The company was considered ubiquitous, invincible. Former AOL CEO Steve Case was no less a genius than Mark Zuckerberg.
If every company becomes a technology company, business models and transitions are going to occur. From a CEO's perspective, this is going to be the biggest technology transition of all times.
As an entrepreneur and public company CEO, I've dealt with dozens of rollouts, and when unveiling a new product, the operating approach should be, 'Hope for the best but prepare for the worst.'
Having been a venture-backed CEO, and having an established background in working with consumer-focused companies, I've built a strong network of entrepreneurs and people who can help startups.
As a former CEO and senior executive, there was a time when I did not quite understand the profound impact a CEO has on the culture of a company, even though I always knew culture was important.
When I was 28, running products for a company I'd co-founded, the CEO called to say that I had a problem with the board, that I probably couldn't overcome it, that I'd have to leave the company.
I'd always thought leadership was a CEO or president or person in a position of power. And honestly, to me, that meant a man - because that's what I was reading about in history books growing up.
I'm not a great manager; I try to be a great leader. And for me, that's been going through a process of not how to be a great CEO but how to be a great Evan, and that's really been the challenge.
I like track and field for the simple reason that I determine my own outcome. I don't rely on my coach or the president or the CEO making a decision. I'm kind of like the CEO of my own corporation.
I literally went down to my car and thought, 'Oh my God, SAP bought Concur - maybe tomorrow they'll buy Dairy Queen.' It was the best thing that happened to me on the day I was named CEO of Oracle.
The industry has to learn how to do CEO succession well. If your definition of success is Intel or Microsoft or HP or IBM, that's not a good track record, and yet they are the most successful ones.
Too often, executive compensation in the U.S. is ridiculously out of line with performance. That won't change, moreover, because the deck is stacked against investors when it comes to the CEO's pay.
When I was a CEO, the books on management that I read weren't very much help after the first few months on the job. They were all designed to give you directions on how not to screw up your company.
As CEO of Aetna, I was a buyer of portfolio companies rather than a participant in the value creation process. From the end of the assembly line, what happened in manufacturing wasn't visible to me.
Every time you're directing a movie you're kind of building a temporary business. You're hiring all these heads of departments, and it definitely feels like I'm like a CEO of a very temporary company.
Manny Smith & Interscope CEO John Janick understand me and my vision for myself and also my label. Interscope gave me the opportunity to take over the game completely, and that's what I'm going to do.
I think having a visionary CEO is awesome, and visionary leadership is one thing, but you also need checks and balances on whether this company can withstand a very honest and critical look at itself.
When I was made CEO of Reynolds the first time, someone asked me what it was like to be a female CEO. But I said, 'I don't know what its like to be a male CEO, so I can't really answer that question.'
We ought to start running the government like a private-sector business. I have that ability as CEO of our companies. I have line item vetoes, and if I didn't, we'd probably be out of business by now.