Rahm Emanuel Quotes

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

When we began Starbucks, what I wanted to try to do was to create a set of values, guiding principles, and culture.

If partnering with Facebook meant that we had to change our values, we wouldn't have done it.

Football clubs need to have a better understanding of what the club stands for and how they go about thier business.

I often wonder what the world would be like if more companies were like Apple.

We decided that if we get the culture right, most of the stuff, like building a brand around delivering the very best customer service, will just take care of itself.

When we opened Babbo, we were an indie band. Now we're kinda Apple. We have 19 restaurants and 2,800 employees, we are no longer perceived as the indie band although we think of ourselves as the indie band, and we operate our restaurants as individual indie bands.

Are you running an airline or a whorehouse?

The trick is to develop a culture that is customer centric.

I came to the conclusion that it was unlikely that a man as really awful as I think that Steve Jobs was could possibly create a great company for the long term. I just don't believe bad guys do well in the long run.

You know, I think that anything you do at Apple... you feel a tremendous onus. You want to carry on the legacy of what it meant.

Oxygen was a good fit of values, and I liked the idea of being able to communicate with women.

The Ford Motor Co. should stand for something more than cars and trucks. There is a Ford way of doing things that we cannot lose... We need to be continuously polishing that Ford oval.

Treating everyone with dignity and respect is of utmost importance to me and are values we instill and take very seriously at Mylan.

Executives are rarely comfortable speaking on the record, particularly in secretive Silicon Valley companies.

As someone who started a company with an idea of creating a luxury brand with a soul, I needed to learn more about how I effect change.

A corporation that is publicly traded, it has one goal: to make money. It doesn't have a soul. If it does have a soul, it comes from the people who run it.

It is no longer enough to have a good product. A company's purpose and the way it treats its employees and the global community to which it belongs is also of great importance.

A new 'look' for any organization cannot be a papier-mache cover, tacked on with Scotch tape under the heading of 'beautification.' It has to be based on a probing examination of the company and the people who work for it. As a result, the eventual external visual design becomes the graphic extension of the internal realities of a company.

Our mantra has been, 'We will not buy a company unless we think the people that make up the company have a better job the day after the acquisition than before.'

Engagement and integrity are the two most fundamental aspects of building trust; lead from the front by evolving your company strategy, then live your values every day.

I live, breathe, and die by what kind of company we're creating.

A lot of the companies I work with, they're not returning my calls or emails on weekends. So weekends are weekends for Ultimate.

It doesn't matter what's written on a coffee mug or on a 'culture' slide; what you do as a CEO, day in and day out, and how you behave will define your company's culture.

Companies have centers of gravity. Where they are is part of their identity.