Alan Tudyk Quotes

We are ready to say that we rule the entire Elgin enterprise as irrelevant to the present.

Every employee in a company depends on the C.E.O. to make fast, high-quality decisions.

In the larger companies, you have this tendency to get top-down direction.

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

Play within the system. Be a decision maker.

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

I was always fascinated by the decision-making process and the managerial process and just business in general.

I don't think a true company - one that builds sustainable value - can ever only exist online or remotely.

CEOs resign when the internal dynamics of the company and the external dynamics of the company actually come together to say it is appropriate. When the internal dynamics ask you whether you have a replacement. I think the transition from CEOships have also become cartoonish.

I described the CEO job as knowing what to do and getting the company to do what you want. Designing a proper company culture will help you get your company to do what you want in certain important areas for a very long time.

There's smarter people than me. But you cannot have any one guy running 18 billion-dollar businesses. It just doesn't make sense to me. I've met some extraordinary leaders in my time. They struggle with running one billion-dollar business.

Companies like GE and Procter & Gamble have been in business for a long time. Over decades or a century you're bound to figure out a management structure that works.

Politics exist in the boardroom, as well.

Clearly, every company needs a leader. That's an important part of being the CEO of the company.

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

As anyone who has covered the company for any length of time knows, Yahoo's record on major decision-making has been akin to a hippie commune - a lot of wrangling internally in a culture where everyone seems to have a voice and a reticence to push the button to launch.

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.

We tend to think of the mind of an organization residing in the CEO and the organization's top managers, perhaps with the help of outside consultants that they call in. But that is not really how an organization thinks.

I find myself using the word 'executives' now.

As a first-time CEO, I wasn't sure if I would scale to run IronPort long-term. But I wanted a legitimate shot at it.

The thorniest business problems will surface at the board meetings, and the different, sharp opinions help to better explore the poles of the arguments to make better decisions.

[Describing her role:] It's like running a big corporation and a little country at the same time.

How long halt ye between two opinions?

When the finance or marketing people run a company, innovation stops.

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.