Aneel Bhusri Quotes

Every time we bring someone in we ensure that they are a strategic thinker, but even more important that they understand that if the products aren't successful and the products don't sell that there won't be anything to strategize about.

If you get the product and technology right, then the rest usually falls into place.

As I've progressed in my career, I've come to appreciate - and really value - the other attributes that define a company's success beyond the P&L: great leadership, long-term financial strength, ethical business practices, evolving business strategies, sound governance, powerful brands, values-based decision-making.

The main professional responsibility of a person in business is business.

A business has to be involving, it has to be fun, and it has to exercise your creative instincts.

A man to carry on a successful business must have imagination. He must see things as in a vision, a dream of the whole thing.

Chick-fil-A is what it is today because of its people, purpose and product.

There are companies with management and companies with money. You can always find money. Management is the key to success in any business.

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

If you ask the CEO of some major corporation what he does, he will say, in all honesty, that he is slaving 20 hours a day to provide his customers with the best goods or services he can and creating the best possible working conditions for his employees.

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.

Great leadership and great companies aren't built overnight, and they're not built without capital. And capital can sometimes be counter-productive to building a great culture.

We'll continue to take the right actions to make sure we're a profitable business.

As I looked across the company, there are three things that keep coming up that we need to work on: culture, our operating rigor, and capital allocation.

Business fascinates me. It's very creative.

If we're building high quality companies, if the customers like the products, if the technology innovation is real, then the substance is going to win out in the end.

I've never been in a business where safety performance was excellent and the business performance was not, so they go hand in hand, and for me, safety performance is an indication of discipline, of focus and of how joined up an organisation is.

I am wired like a CEO and care a great deal about the bottom line, but I care about my customers even more than that. That's always been my competitive advantage.

As the CEO, I have to take care of the short term, mid term and the long term.

When you found a company, you have the original vision, you make all the original decisions, you know every employee, you kind of know every aspect of the product architecture and its limitations.

You can make a lot of mistakes and still recover if you run an efficient operation. Or you can be brilliant and still go out of business if you're too inefficient.

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.

A business like an automobile, has to be driven, in order to get results.

Fans will come if you have a good product.

I have a good eye for great projects, talent, and entrepreneurs.