Kiran Bedi Quotes

I think one of the main challenges that the World Bank faces is creating an organizational structure that doesn't get in the way of its staff. We have fantastic staff. People told me as I was coming into the organization that the greatest asset of the World Bank Group is its staff, and I think there's no question that that's the case.

Successful companies hire people.

I was the personnel director there with the Cowboys.

One of our six key strategic priorities was the reinforcement of all professional staffing and solutions business.

Human resources are like natural resources; they're often buried deep. You have to go looking for them; they're not just lying around on the surface.

CEOs who can hire properly, that's the most important part of the job. The CEO's job is really to hire the right team and execute the vision second.

People ask me what's the most important function when you're starting an organization or setting up the kind of culture and values that are going to endure. The discipline I believe so strongly in is H.R., and its the last discipline that gets funded.

I used to think business was 50 percent having the right people. Now I think it's 80 percent.

You know, as most entrepreneurs do, that a company is only as good as its people. The hard part is actually building the team that will embody your company's culture and propel you forward.

The essence of business to me is great people run great companies. Mediocre people don't do a very good job.

Regarding managing people, I am lucky to be surrounded by good, smart friends, some of whom own their own companies or have worked in ones and can lend experience.

I find being a manager really challenging. For instance, I don't enjoy some of the administrative tasks that go along with hiring and firing.

The need for strong partners and employees persists throughout the life of a company, but it is especially important in the beginning.

You obviously have to build a culture, a foundation. You must build the right talent however you do it. Then you have to build the systems and the habits.

Managing people is no different wherever you are.

I'm really not a great businessperson. I understand business, and I understand numbers, but I think what I understand more than that is people... Ultimately, I think businesses fail and people fail because they don't have their act together.

You can't run a company simply by the numbers. So if you're going to bet on someone, you bet on someone you want to be in business with for a long time.

Cipla has a strong professional management team, and we take team decisions. My brother has been working at Cipla since 1973.

The skilful employer of men will employ the wise man, the brave man, the covetous man, and the stupid man.

Talent is the No. 1 priority for a CEO. You think it's about vision and strategy, but you have to get the right people first.

What is Oracle? It's people. We rely on our HR department to build this organization, to help find those people, to help grow those people.

The development of our human resources is an area in which we need to do well as it is decisive in determining the success of our diversification programme.

Businesses that fail to develop their staff are twice as likely to collapse. Firms seeking to reposition themselves for the economic upturn need to invest in their staff's flexibility, responsiveness and skills.

There would not be enough talent that's educated, developed and ready to take on the next leadership challenge, and it would cap our growth. Now we've put programs in place not to have that happen, but that could be a weakness.

Historically, NBCUniversal had brilliant people, but some of them didn't do a very good job of working together.