Punit Renjen Quotes

People don't buy what you do, they buy why you do it.

Absolutely, at a macro-level, I want our firm to be a purpose-led firm. This notion of making an impact that matters, I want that embedded in whatever we do.

Building a mission and building a business go hand in hand. The primary thing that excites me is the mission. But we have always had a healthy understanding that we need to do both.

All the great organizations in the world, all have a sense of why that organization does what it does.

Vision with action is a daydream; action without vision is a nightmare.

Vision without power does bring moral elevation but cannot give a lasting culture

We’re not sent here to poll well. We’re here to make a difference.

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.

Stick to your true north - build greatness for the long term.

Blackstone is not really a business per se. It's a mission to be the best.

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.

If many things in the past have gone wrong in the lives of men and in the lives of their communities, it is because both small- and large-scale activities were blundered into without any thought or vision of universal planning.

An organization's culture of purpose answers the critical questions of who it is and why it exists. They have a culture of purpose beyond making a profit.

It is important that global business leaders understand that they need to think beyond their quarterly balance sheets and see what it is that they are creating.

People say values are expensive, but I say they create economic value.

All organizations start with WHY, but only the great ones keep their WHY clear year after year. Those who forget WHY they were founded show up to the race every day to outdo someone else instead of to outdo themselves. The pursuit, for those who lose sight of WHY they are running the race, is for the medal or to beat someone else.

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

I am honored to be named chairman of Duke Energy's board and privileged to lead our company forward for our customers, employees, and shareholders.

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.

I am deeply honored by the trust the board has placed in me to lead Duke Energy. I have a high degree of confidence in the strength of our company's leadership and dedicated employees.

You're supposed to have a passionate purpose as a CEO.

Leaders who understand the importance of the intangible elements contributing to workplace culture become sensitive to what makes their organization truly special. That is how they define core values and beliefs that are unique, simple, leader-led, repetitive, and embedded - transforming themselves from good to exceptional.

Purpose has always been part of Unilever's DNA. Our founder, William Lever, built a business around the sale of Lifebuoy soap that was not only profitable and sustainable but also helped transform the health of the poor in Victorian Britain.

With the right people, culture, and values, you can accomplish great things.

When employees join executives in truly owning the responsibility for business success, an exciting new sense of teamwork takes hold.