Mark V. Hurd Quotes

Great companies in the way they work, start with great leaders.

I'm fascinated by management and organizations: how organizations get things done and how successful organizations are built and maintained, how they evolve as they grow from start-ups to small companies to medium companies to big companies.

The most important ingredient for the success of any company is the quality of its people, starting with its leadership team.

I grew up in the IBM school of management.

Very often, we think of leadership being at the very top of an organisation. I think what's unique about ABG is that we have a very strong cadre of leaders across the organisation who are highly empowered and therefore play a very major role in the growth and evolution of the organization.

I think one of the main challenges that the World Bank faces is creating an organizational structure that doesn't get in the way of its staff. We have fantastic staff. People told me as I was coming into the organization that the greatest asset of the World Bank Group is its staff, and I think there's no question that that's the case.

Many corporate leaders and employees have the right intentions, but it can be overwhelming when you consider how everything is affected from leadership styles, to organizational structure, to employee engagement, to customer service an marketplace.

All companies of any size have to continue to push to make sure you get the right leaders, the right team, the right people to be fast acting, and fast moving in the marketplace. We've got great leaders, and we continue to attract and promote great new leaders.

The way you manage your company and the way you manage your people has to be totally different.

To me, success in the job is setting a vision, guiding an organization through change - which is exactly what I did at Digitas, and I'm very proud of that - and bringing people together and with you. That, to me, is what it takes to be successful.

Because management deals mostly with the status quo and leadership deals mostly with change, in the next century we are going to have to try to become much more skilled at creating leaders.

Most leadership strategies are doomed to failure from the outset. As people have been noting for years, the majority of strategic initiatives that are driven from the top are marginally effective - at best.

I used to think my job as a CEO meant managing metrics and meeting goals, but I've realised now that's it's about managing my board and employees.

I described the CEO job as knowing what to do and getting the company to do what you want. Designing a proper company culture will help you get your company to do what you want in certain important areas for a very long time.

Clearly, every company needs a leader. That's an important part of being the CEO of the company.

Managers develop organisations; leaders develop people.

I recognize we will pay more attention when we have different leadership.

I learned a lot from Jack Welch about how to run a business.

Showing leadership doesn't mean every employee will run the organization; that would lead to chaos. Businesses do need someone to set the vision and then lead the team to it.

Good business leaders create a vision, articulate the vision, passionately own the vision, and relentlessly drive it to completion.

Look first at management. That's the key to a company.

For the label to grow, it has to have great executives who understand the culture, understand the mission, and can lead. I don't want to be part of every decision.

A policy of knowing your replacement is one of the best ways to drive a growth culture. It anticipates and eliminates the most harmful politics in leadership for an expanding company and instantly sets the right tone for a high-talent, growth-mindset executive team.

SK will evolve and develop based on its corporate culture and human resources.

I am fully supportive of the strategy and leadership team at Valeant.