Irwin Winkler Quotes

We are ready to say that we rule the entire Elgin enterprise as irrelevant to the present.

We need to be focused in corporate America on the long term.

I want to make sure our company is in good hands: that it will be good for the country, for the stockholders.

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.

If you look at space companies, they've failed either because they've had a technical solution where success was not a possible outcome, they were unable to attract a critical mass of talent, or they just ran out of money. The finish line is usually a lot further away than you think.

Any jerk can have short-term earnings. You squeeze, squeeze, squeeze, and the company sinks five years later.

I am not going to opt for a short-term view for a 206-year-old institution like the SBI.

It's easy to be a short-term hero. It is very easy for me to get tremendous results very short term, get that translated into compensation, and be off sailing in the Bahamas. But the goal for this company - and it's very difficult to do - the goal is to follow a four- or five-year process.

Our job and commitment is to rebuild Ericsson to be successful long-term.

Over 10 years, MindTree has been ahead of most IT companies on operating and financial metrics. We have stayed true to our long-term vision and have not been buffeted by short-term.

I don't care what sport you're talking about. What you see with great franchises is structure - a structure that doesn't just take you from year to year, but day to day.

Sealed Management

Barbarian Management Bureau

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

Some entrepreneurs talk of a high burn rate, high advertising rate, and so on, with no outcome, so it doesn't impress me. But an entrepreneur who has that kind of a feeling of responsibility towards his investors is somebody who will have all my support.

As the Executive Chairman of 'Breitbart News' with a long run in business and finance, I can tell you, it's hard to run a company that is infinitesimally smaller than Fox; it takes a steady and experienced hand.

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.

We're very much focused on full shareholder-value return. We have to get our stock moving. But I won't do something in the short run that I don't feel is right for the long run. That, I've watched many CEOs do.

As you grow as a company, you get layers and hierarchy that, in theory, should make your decisions a lot better. They get reviewed, and thoughtful people look at decision.

A businessman can be as military as any politician.

I think, you know, a fellow CEO said to me that the interesting thing about being CEO that's really striking is that you have very few decisions that you need to make, and you need to make them absolutely perfectly.

I've said it for four decades - work 'on' your business, not just 'in' your business!

I'm the non-executive chairman of nine or so major companies, and on the nine companies, it's a little trying because you jump from one industry to another, as the case might be. But one had the reasonable knowledge of those nine activities, and it's been an exciting job.

I think high turnover is definitively the investor's enemy, so you don't want to bring a high-turnover philosophy to this business. You want to have a long-term philosophy.

As CEO of Aetna, I was a buyer of portfolio companies rather than a participant in the value creation process. From the end of the assembly line, what happened in manufacturing wasn't visible to me.