Bobby Kotick Quotes

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

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.

We saw - we conducted the experiment. I mean, it's been done. We saw Apple with Steve Jobs. We saw Apple without Steve Jobs. We saw Apple with Steve Jobs. Now, we're gonna see Apple without Steve Jobs.

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

In 1997, my father appointed me CEO but acted as player-coach, keeping busy on long-term clients such as KFC and international travel brands.

I do not want to be a long-term CEO.

The legacy of Steve Jobs and the strength of Steve Jobs is that he established a company that's clearly firing on all cylinders and clicking very well.

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.

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've said I will be CEO as long as my colleagues want me.

Every time a new CEO came, I got a promotion till I was made CEO myself.

When I was president of the company, I said, 'Okay, I can do this - piece of cake.' Then when you are the CEO, the responsibilities multiply enormously because you worry about everything.

Steve Jobs had very strong feelings about what makes a company great, what makes products great. He more or less chose Tim Cook to be in that role, in that position.

I'm the ninth CEO of IBM. Every one of my predecessors has steered through a technological shift, and every one left the company in a better position than the person before them and prepared this company with a very strong balance sheet to allow it to continue to invest for the next shift.

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

In my role as executive vice president of development and acquisitions for the Trump Organization and founder and CEO of my own lifestyle brand, I've had a lot of practice negotiating.

The goal isn't just to make transactions: it's to make better decisions in the way you run your business. If that's not at the top of every executive's priorities, then they shouldn't be an executive.

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

Somebody we never talk about is Stephanie McMahon. She is such a huge power influence in our company. She is always pushing us to go the limit, and she doesn't take much credit for what she's done.

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.

I think a CEO lives or dies in whether he's been able to hold on to elements of culture that are needed in the company.

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.

The CEO is, by far, the most important decision for a company... The company is going to rise and fall with the CEO.

I think there is probably no better person to aspire to emulate than Steve Jobs and what he has done at Apple in terms of his leadership, his innovation, not settling for mediocrity.

I like being part of a big company's executive team. It's fun to stretch other parts of my brain, considering questions like, 'How should we think of acquisitions?' I get to be privy to things that would never come up at a small company.