Dilip Shanghvi Quotes

My job was to turn the company around and to give Time Warner a profitable Web business to spin off and a profitable access business that still throws off a tremendous amount of cash. I can check both of those boxes. I am done, and I feel good about what we've accomplished.

By doing what they must do to keep their margins strong and their stock price healthy, every company paves the way for its own disruption.

Good shareholder activists have incredible interest in the company because they own a lot of it.

People were expecting Rouge to go bankrupt, so there was a lot of anxiety. The corporate culture problem was even worse than in Russia. And at the same time, the work rules were more difficult.

If we take care of the customers and associates and grow the business, Wall Street will be pleased.

The couple of years before I was declared bankrupt were the roughest. The bank letters, the pressure, the stress was awful. You're in this twilight zone of not knowing where your life is going, and yet you're in Westlife. Everything was great with the band. I was earning money, and it looked good.

The most important thing for us is investing and making companies great, and then they have all the options they want, whether that's to go public or stay private.

The good news about building a company during times like this is that the companies that do succeed are going to be extremely strong and resilient.

Innovation and corporate governance are extremely important to improve the profitability of Japanese companies and encourage them to increase wages, capital spending, and dividends.

When the value of the company clearly has fallen below what its assets are worth, having a shareholder who says, 'Let's get a better board' can be helpful.

Being a public company is really terrible for most companies. I'd say Facebook and Google have done a pretty good job of standing up to the incredible quarterly pressure to hit numbers, but most companies - and I've observed a lot now - don't do a very good job of that.

When trouble strikes, which it always does - bad economy, bad quarter, activists, takeover - when trouble strikes, those board members who don't understand or are not committed are not helpful.

For value investors, General Motors is a tempting target. The company's share of the North American auto market has steadily declined for two decades, and analysts say the company suffers from weak management and unexciting cars.

If the goal is to build companies that maximize long-term equity value, then optimizing corporate performance in a way that Wall Street appreciates is obviously critical to that goal.

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.

I think they, Peter McCullough was, turns out was not a good CEO.

I'm a hard-nosed businessman, that if a company is paying its way, increasing profits for thirty-odd consecutive years, you don't put it into receivership.

I had come out of retirement into a very difficult situation with the PeopleSoft takeover, got through it, and was having a good time, frankly. We just ran out of runway at PeopleSoft. Had we had another year, maybe two years, I think we would have made it.

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

The good news is, we're not bankrupt. The bad news is, we're close.

Businesswise, everything's been good.

I truly believe that the combination of a strong top line together with a strong bottom line is what makes for a sustainable business.

Della Valle is worried about RCS? RCS is a company that is doing well; I don't think that Della Valle is worried about this.

If you think the job of a CEO is to increase sales, then Ballmer did a spectacular job.

Too many companies are running their business into the ground, I would argue, by being myopically short-term focused on the shareholder.