Andrew Mason Quotes

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.

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

I think the greatest CEOs in the United States, business, anyway, are the ones you don't hear too much about.

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.

I used to think my job as a CEO meant managing metrics and meeting goals, but I've realised now that's it's about managing my board and employees.

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.

Companies have to be innovative in leading with values the same way they have to be innovative in their products and services.

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

Jeff Williams, Apple's senior vice president of operations, has been called 'Tim Cook's Tim Cook' by some.

I certainly don't understand Fox's decision-making process.

I've seen all of these decisions that have been made by all these great leaders who have been part of Google, and this has been an opportunity for me when I'm running YouTube, is to be able to take advantage of all of those memories.

In large companies, the CEO is very distant from operations.

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

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

I am the CEO of HCL Corporation, and, of course, a large part of my time does get spent in HCL Corporation, whether it is in actively managing our investments or perhaps even the governance and accountability and really seeing the strategic direction forward for HCL Corporation.

My role is more like a chairman and founder. I am used to overseeing the company's heritage and our strategy.

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.

Somebody asked me 'what's the job of a CEO', and there's a number of things a CEO does. What you mostly do is articulate the vision, develop the strategy, and you gotta hire people to fit the culture. If you do those three things, you basically have a company. And that company will hopefully be successful, if you have the right vision, the right strategy, and good people.

When I worked at Yahoo, I saw a lot of acquisitions. Some succeeded, and some failed. I think I have learned from that.

Lots of entrepreneurs don't want to be hassled by a board of directors early on. The entrepreneurs want to control the company, don't want to be responsible to a board, or don't want to waste time communicating with board members. This is a classic error of thinking about the early stage board incorrectly.

Look first at management. That's the key to a company.

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

A businessman can be as military as any politician.

I've spent a lot of time studying corporations and what makes them tick.