Travis Bradberry Quotes

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

In a company, hundreds of decisions get made, but objectives and goals are thin.

Innovation and corporate governance are extremely important to improve the profitability of Japanese companies and encourage them to increase wages, capital spending, and dividends.

I don't get emails from my corporate overlords.

If the staff lacks policy guidance against which to test decisions, their decisions will be random.

Sealed Management

Barbarian Management Bureau

We live in cautious times where HR has a very inflated sense of authority over companies.

When I wear the hat of management, it is important that our management behaves and conducts as management accountable to the board.

If you're going to run a public company, be absolutely certain of what the parameters are, what the clarity is, that you can explain it to yourselves and explain it externally.

As a company gets big, the information that informs decision-making gets massive. Depending upon the prism through which you view the business, your perspective will vary. If two people are in charge, this variance will cause conflict and delay.

When I was president of the company, I said, 'Okay, I can do this - piece of cake.' Then when you are the CEO, the responsibilities multiply enormously because you worry about everything.

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

Board meetings should not be for the benefit of the board. They should be for the benefit of the CEO and the senior team.

If you look at successful studios, they're the ones with stabilized management.

In my opinion, the most important thing in governance is management control.

Managerial discretion can take many forms, some very subtle. Individual managers may run slack operations; they may pursue subgoals that are at variance with corporate purposes; they can engage in self-dealing.

China is littered with the wrecks of failed joint ventures. Investors are moving toward wholly-owned subsidiaries.

You have to make your company idiot-proof because you may have an idiot running it some day.

I think every company has its own unique approach to creating shareholder value.

I have to let the general manager do what makes the most sense, or I can't hold him accountable.

I'm the CEO; I'm the one who should be looking out for risk.

We've done all the work that needs to be done on the inside to make sure there's no malfeasance inside Chrysler.

I love using a targeted acquisition approach in conjunction with a business that has a clear strategy and strong organic growth.

As you grow as a company, you get layers and hierarchy that, in theory, should make your decisions a lot better. They get reviewed, and thoughtful people look at decision.