Osman Rashid Quotes

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'm in a different position than most CEO's. I'm a founder. I'm not a hired CEO. Now, I can be fired by the board, but most CEO's are hired by the board.

Abby Johnson has agreed to become Chief Executive Officer of Fidelity, reflecting a further step forward in our leadership succession plan. Abby will retain her role of President, and I will continue to serve as Chairman of the Board.

I'm a really big believer in chief executives not staying forever.

I think every responsible public board at every board meeting should be discussing succession. And, of course, Walmart has a very mature board: our chairman Rob Walton and other members. So succession is an ongoing. I think when I first joined the board of directors, it was discussed then. And it's discussed at every board meeting continually.

I'm going to continue doing my thing and work my butt off to add value for shareholders and as long as they and the board see fit to keep me in this role, I feel enormously privileged to serve.

There is a difference between hiring a CEO and turning over control of the business.

When I took over the family business, it had already been a publicly traded company for 20 years. During one of the first annual meetings I attended, one shareholder stood up and advised me and everyone in attendance that I should resign.

The industry has to learn how to do CEO succession well. If your definition of success is Intel or Microsoft or HP or IBM, that's not a good track record, and yet they are the most successful ones.

CEOs can stay too long.

I already have a job and being the CEO of Nvidia is a great privilege. It is once in a life time opportunity.

After having grown the brand and elevating the overall reputation of TFC both at home and abroad, it seems I no longer serve a purpose.

I've always been of the view that two-term presidency rule is a pretty good one and CEOs shouldn't overstay their welcome.

The role of a board of directors is to be a sounding board for the vision of the company - to hold executives accountable in executing that vision and to ensure a management succession plan is in place.

I don't think everyone wants to be a CEO.

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

As board members, we only meet infrequently and are not as engaged with the front line, necessarily. The first thing I did as CEO was I left this board room.

As a former member of JWA's management team, and more recently as a director, I am delighted to have the opportunity now to take the reins of leadership of the company. I look forward to working with JWA's management team to chart the course and execute the plan to further strengthen and broaden JWA's leading product franchises.

If I can impact an executive and his or her team, I can help to change the culture of an organization.

In business, sometimes you have to change the CEO in order to change the direction of the company.

I'm the C.E.O., nominated by the shareholders. If they're not happy, I have to take the consequences.

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

The executive moves we are announcing today will strengthen American for the long-term future and reflect well on the depth of the Company's management team.

If somebody's going on your board, and you're going to be C.E.O., it will help if that person knows how to be C.E.O., who has done it before.

And we invested three hundred thousand dollars, became the lead investor and I became Chairman of the Board of Scientific Data Systems, as I was at Intel for a while.