Quotes of All Topics . Occasions . Authors
Visionary CEOs are not 'just' great at assuring world-class execution of a tested and successful business model: they are also world-class innovators.
The shining star in the world is Shanghai. That's what CEOs from big companies say - 'if I want mathematical analytical work done, it's done in China.'
The real danger is not inaction. The real danger is when politicians and CEOs are making it look like action is happening when in fact nothing is being done.
I'm a shopaholic. I really am. I can't help myself. I do go into, browse, and purchase from my own shops, too, although the CEOs who run my businesses wish I didn't.
'Job Killer.' Those are the two words you are most likely to hear uttered by most American CEOs when confronted with proposals to enact family-friendly work policies.
Someone needs to remind American CEOs that if you can't run a company that is innovative, financially sound and doesn't poison the rest of us, You can't run a company.
CEOs and employers at for-profit corporations should not be able to prevent women from access to health care simply because of their own personal religious objections.
While Matt Bevin helps insiders, wealthy CEOs and special interests, I'm running to be a governor who works for Kentucky families who are still struggling to get ahead.
Without question, CEOs, executives and employees in companies in the United States and around the world have rallied to face the challenge of a social media marketplace.
In California, we've had a series of millionaires and billionaires and CEOs and movie stars. We need to take a hard look at how we define legitimate and credible candidates.
There's something to be said for CEOs' entering politics: In theory, they have management expertise and financial savvy. Then again, it didn't work so well with Dick Cheney.
I started doing motivational tours. I've seen all kinds of people, from the CEOs to the lowest executive, opening up to their fears. We don't introspect as much as we should.
I grew up watching my mom and dad selling rooms in our motels. We had CEOs coming to our house so that my dad could persuade them to have their executives stay in Hyatt hotels.
Where visionaries can be good at persuasion, CEOs are good at wielding authority. Visionaries transcend organizations, resources, and current realities, while CEOs master them.
CEOs need to say, 'We're going to make sure this is a great environment for all types of people.' I was a beneficiary of that. I got support from the leaders of Google - all men.
There's such a preoccupation with liquidity and such an unwillingness to invest beyond the horizon of the next quarter and making sure that the CEOs hit their quarterly earnings.
CEOs can talk and blab each day about culture, but the employees all know who the jerks are. They could name the jerks for you. It's just cultural. People just don't want to do it.
By the time of the '90s boom, CEOs had become superheroes, accorded celebrity treatment and followed with a kind of slavish scrutiny that Alfred P. Sloan could never have imagined.
CEOs are often chief product officers. But for me to say I'm a chief product officer when my product is a community, I really should be thinking of myself as head of this community.
CEOs must go beyond working with policy-makers on new regulatory frameworks. They must also commit to the principle that success cannot be measured by profitability and growth alone.
I do consider myself a postfeminist. I just want women to have choices - they can be CEOs of Fortune 500 companies, or they can be stay-at-home mothers and raise their kids as a job.
Digital disruption has blurred industry lines. You have industry convergence. You have cross-industry platforms. And you have CEOs who are benchmarking the best, regardless of industry.
Everything becomes connected, and cyber security becomes the top issue for CEOs. An average company has 40-60 security vendors, and they have a violation every three months with viruses.
As chairman, I commit to keeping Business Roundtable CEOs at the forefront of constructive public policy debates as we pursue an agenda of greater growth and opportunity for all Americans.
I called up a bunch of the CEOs of Silicon Valley companies and said, 'Hey, can I come and see you? And I'd like to learn about what you're doing.' And I don't know, most of them said yes.
More often than not, CEOs are conflict-avoidant because their role is to define vision and strategy than it is to get into confrontations with negative and toxic people which they can't stand.
I never imagined working with CEOs, congressmen or the military, yet I make regular visits to the Pentagon, stop by the Capitol now and then and sit down with leaders of all kinds of companies.
Women need to be empowered to shape their own livelihoods and become CEOs of their own lives. They must be allowed to take control of important life decisions that are so often decided by others.
Now, metaphorically, I sit at any table that I want. I can sit with the jocks, I can sit with the gang members, I can sit with the politicians, I can sit with the CEOs. My brand can fit anywhere.
Money often determines not only who gets elected, but what gets done. Which voices do lawmakers listen to, the banks or home owners, coal companies, or asthma sufferers, the CEOs or the unemployed?
We all love people who give credit to others for their success. Companies would probably do better with CEOs who didn't blow their own horn and ask for ridiculous salaries and new yachts every year.
I don't understand why people whose entire lives or their corporate success depends on communication, and yet they are led on occasion by CEOs who cannot talk their way out of a paper bag and don't care to.
'The Week' is my favourite magazine. Everyone from presidents to CEOs of companies love it, politicians, people in the massive charity business in America, in the arts and even more especially in the media.
The Fourth Industrial Revolution demands that CEOs take responsibility for the massive transformation of their businesses and for the extraordinary impact that this transformation will have on wider society.
Greed has increasingly become a virtue among Wall Street bankers and corporate CEOs in the U.S. Nowhere else in the world do CEOs insist on receiving compensation as high compared to what their employees earn.
My feminist values are rooted in my socialist values. The number of women CEOs in Britain's biggest companies is irrelevant if they pay their women workers poverty wages or discriminate against black employees.
We're very much focused on full shareholder-value return. We have to get our stock moving. But I won't do something in the short run that I don't feel is right for the long run. That, I've watched many CEOs do.
Many CEOs and leaders think that silence is indeed golden, that consensus is bliss. It is - sometimes. But more often what it signifies is that there are no respected processes for surfacing concerns and dissent.
The best board members aren't elected by default. CEOs that set themselves up with their choice of board member - which means getting more than one term sheet and doing extensive reference checking - are better off.
After formulating and communicating the right strategy and optimizing operations to execute that strategy, CEOs and other top leaders then must be able to build management teams that truly understand the big picture.
If being open and honest with my customers is naive then it's fine with me. CEOs who hide behind that all-seeing, all-knowing veneer are playing a game anyway, it's not real. I am quite happy to be seen for who I am.
I went off to a school with the children of CEOs and diplomats. To be able to be at home with that group of people and at home with the desperately poor has been good for me in preparation for my coming to Washington.
I am far more a fan of aggressive entrepreneurs than I am of major CEOs. You look at major CEOs, and they are almost to a person quite timid. They don't act to defend the free market principles that are vital to growth.
Uber, and Airbnb to a different extent, implemented the same battle plan. Bezos is an investor in both companies and, to some degree, has relationships with both CEOs. It is not a surprise that they are heirs to Amazon.
When my co-founder and I first had the idea for IronPort, an email security company, we triangulated a list of the 20 most relevant people in email - former CEOs, open source technologists, investors and thought leaders.
CEOs shouldn't worry about their budget all the time - on a day-to-day basis, they should work on managing their company, building an awesome product, developing key relationships, identifying distribution channels, etc.
There are American directors I'd really like to work with, but I don't know how much I want to be sitting in my house, doing the rounds of meetings with CEOs. You have to be really hardworking to do all that, and I'm lazy.
They want more production and they want it cheaper. But no matter what happens, the creative idea will be perpetuated by somebody who comes up with a vision. I don't care if there are three CEOs - it takes one guy with an idea.
No doubt, corporate CEOs who lie to their shareholders and politicians who lie to their public know and believe intellectually that lying is immoral. Why then do they lie? They lie to others because they first lie to themselves.
Startups can be the most conservative organizations in the world. We spend so much energy nurturing our delicate egos against naysayers and self-doubt that we can hardly admit mistakes. This is especially true of first-time CEOs.