John Mackey Quotes

Microsoft, Disney, Ford, Facebook, and a hundreds and thousands of other companies that affect us daily all began life as baby companies, aka start-ups.

I'm privileged and grateful to lead The Walt Disney Company and our talented, dedicated team at this exciting time.

My mission is to become part of Time Inc. and push the business forward.

I start with people's growth, my own growth included. I don't start with the company's strategy or products. I start with people's growth because I believe that if the people who are running and participating in a company grow, then the company's growth will in many respects take care of itself.

Companies that understand the purpose and philosophy behind the 'why' are usually astute, high-performing organizations that tap directly into the pulse of those they benefit the most.

As Looker got larger, the talented people we hired started to see things that we couldn't. And what had looked like a company the three of us could run out of our houses for a few hours a day became something bigger. Much bigger.

I'm not sure a lot of companies know their story, or can explain why they exist and who they are, without just spewing just corporate speech.

For a firm to be exceptional, it has to be led by purpose. Our purpose is to make an impact that matters.

All organizations start with WHY, but only the great ones keep their WHY clear year after year.

The responsibility of the company is to help the people, grow as people. If we can do that, then the company will grow as a company.

Lewis Booth and Derrick Kuzak represent the very best of Ford and our culture and built a legacy of leadership, integrity and commitment to excellence that will benefit us for years to come.

I'm the last senior executive who was hired by Roy Vagelos. It's an honor, but it also imposes upon me an obligation not only to think about his legacy but also about this company's legacy.

I do want to grow our company, so the way I've been doing that is moving 'scary' to different things.

I know I should not be a hindrance to SoftBank's future growth and that I need to pass on the baton to the younger generation.

Many companies claim they have core values, but typically what they're referring to are generic beliefs: having integrity, making a profit, responding to customers and so on. These values only have meaning when they're defined in terms of how people behave and are ranked to set priorities.

I don't know if a company can have a soul, but I like to think it can.

Microsoft is a much bigger company than Qualcomm - a much bigger company - and there were a few days where I thought, 'I don't know if I can do this. It's huge.' My job was to come into the company and grow new businesses, and I thought, 'I'm not sure,' but it's all worked out pretty well.

You can't manage the creative process on a quarterly basis. The way we're structured has really helped us grow.

In Bellator, I feel like I can grow. As the fighters grow, I know the company will grow. You feel like a part of the company.

As far as Ola is concerned, we are focused and determined to build a business that can sustain and be impactful.

Too many executives I've met over the years have the mentality of a bodybuilder; they've come to accept the idea that growth is synonymous with success.

Unfortunately, as you hire more people, the casual, informal 'do what it takes' culture, which worked so well at less than 40 people, becomes chaotic and less effective.

Great companies are built in the office, with hard work put in by a team.

It's very important that we all have a common understanding of our purpose as a business - what we aspire to - and a strategy for achieving it.

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.