Howard Stringer Quotes

Increasingly, corporate nationality is whatever a corporation decides it is.

We have a lot of people with a Western education who work in Russia and understand the international rules of business and corporate governance.

I had dreams about working for a big foreign company.

I'm on the Business Roundtable, the CEOs of the largest 100-odd companies in the country. Most of these people wanted very much to be the CEO of a large public company but realize that it's not exactly what they had anticipated, for lots of reasons. One is competition has gotten a lot worse, and more global.

Killing Intel, I, I just had to resign from the Apple Board.

It's pretty rare to have CEOs or high level executives at big companies who are social activists. They tend not to be drawn to those areas of life.

And also, more and more businesses really want to do the right thing. They feel better about themselves, their workers feel better, and so do their customers. I think this is equally true in the transnational corporations, but it is harder to express in those situations.

By the time of the '90s boom, CEOs had become superheroes, accorded celebrity treatment and followed with a kind of slavish scrutiny that Alfred P. Sloan could never have imagined.

Companies the size of PepsiCo is like running a little republic, there is no question about it. The only difference is that I don't have to worry about the media hounding me every day, on every word that I say. I have a board of directors that runs the country in the interest of the stake holders.

And obviously, with hindsight now, now knowing what went on in the company, it would have been absolutely appropriate back then for us to have the chief executive of the company, most senior person in the United Kingdom, come and answer for the policy they were pursuing. And we ducked that, and frankly that's a failure of Parliament.

As corporations get larger worldwide, we have to be organizing those companies worldwide.

The bar for a chief executive of a public corporation to repudiate a United States president is extraordinarily high. Corporate leaders aren't given their power, prestige, responsibility, and nine-figure pay packages to use the corner office as their personal soapbox.

I am a person who does not subscribe to the hero-CEO school of thought.

We've always gone to other countries where there's been different standards and different practices you have to adhere to. WWE is like any other company, a global company.

Globalization means that business strategy and business ethics cannot be separated from each other.

Our offices across the globe may not be very similar in terms of the way they look, but they are very similar culturally.

Expanding internationally is exciting and fun, but the hardest part is really about maintaining culture.

A CEO of a multinational global company can't say what to do; you've got to plant the flag.

As CEO of Accenture, I am not French anymore. When I'm in India, I am Indian. We are a company with no physical headquarters. We operate on a virtual level. Our leadership meetings are teleconferences, which is why the Board asked me to stay on in France. And I tell others to stay in their own countries.

When we look at really good high-performing companies abroad, they are always at the back of an extremely high-performing board, and that is something which is very lacking in this country.

Defining, embedding, and living core beliefs set the stage for executives and employees to connect. Through actions that consistently convey who we are and how we act, executives can inspire employees to believe in the organization's values and buy in to its brand.

My father was MD of Unilever, so we followed him around the world.

Excessive pay and rewards for failure are bad for shareholders, the economy and society.

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

I'm a corporate thug. That's the best way to be.