Carlos Ghosn Quotes

If there are only three guys at the top of the organization handling things, it's the definition of a bankrupt company. In creating leaders without titles, we are going to have organizations with people at the helm putting forth their best.

Our goals were and are to be sure that we set up DC Entertainment to be more integrated and more cooperative within DC as well as in Warner Bros.

In my world, historical revenue is the least interesting thing to consider in an acquisition strategy.

If the founders of a start-up are considering selling it, I'd advise them to consider the synergies. Could the buyer give you access to something you don't have now, like a certain technology? Would it make your life easier? Are you looking for a change? Things will change, so you have to be ready for that.

We always look at opportunities. We are not aggressively looking to buy something.

The key to making acquisitions is being ready because you really never know when the right big one is going to come along.

The effort invested in 'getting it right' should be commensurate with the importance of the decision.

[Cost-benefit analysis is used:] ... to produce lofty academic-sounding reasons for endless inaction.

Every good businessman or woman carefully analyzes all the available facts before making a decision.

One of the interesting things about the Dell-EMC combination is that we don't have a lot of overlap.

I was approached by a company in San Francisco called Fantex. I did my due diligence on it. I tried to outweigh the pros and cons. Then I just made a business decision.

Franck Muller has been very supportive during our acquisition process.

I'm a very commonsense guy - I just look at the viability of the idea, if I feel the team has the ability to execute the idea. I also look at the investment syndicate, the size of the market, and then a lot of gut married on top of it.

Valuations are always much-debated. I try to center on what is the value to us. Is it solving a problems for us? If it is, we find a way to proceed. If the valuation has been overhyped on something and it doesn't make sense, we won't. It's very simple for me. I tend not to worry too much about the valuation. It's really what the value is to us.

When you guys go into some kind of a deal, you know, are you going to do that development or not, are you going to do that renovation or not, you know, you look at the numbers. You try to figure out what's going to work and what's not going to work.

In the corporate world, if you have analysts, due diligence, and no horse sense, you've just described hell.

The decision to put American lives at risk is a decision that has a very high hurdle to pass.

What I'm saying is it is our responsibility to exercise due diligence, to ask the tough questions, to get the evidence before we make those very costly decisions about how and when and where our military is used.

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

When we acquired Secureworks, if we had taken it and made all the salespeople into Dell salespeople, we would have totally destroyed Secureworks. Instead, it remained Secureworks but with capital from Dell and access to Dell's customers. And now, it's a great business.

VMWare, as you know, remains a public company, and Secure Works is also a public company. And it's possible in the future that within the group, we could have other public companies.

I would say that I'm blessed with a very, very good executive team that operates, reasonably autonomously, each of the companies.

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.

You need a different checklist and different mental models for different companies.

We could build just about anything that you could dream of. But that's not the question. The thing that Beats provides us is a head start. They provide us with incredible people that don't grow on trees.