Asha Rangappa Quotes

The long and short of it is, we need more rigor in all kinds of programs.

Business principles are only as good as the practices that back them up.

In setting goals and executing a strategy, Wanda is sophisticated. We have good systems and departments. If targets are not reached, a yellow light goes off.

There is a higher degree of operational excellence and rigor demanded of Stripe than of most companies.

There has to be active, hands-on management in concert with the manager to lead the organization and make sure that the standards that we set for the organization as a whole are being lived up to.

Vision is dandy, but sustainable company excellence comes from a huge stable of able managers.

Every time I make a mistake with a company, I write it out and try to figure out why it happened.

Quality is everyone's responsibility.

The emphasis on innovation and technology in our companies has resulted in a few of them establishing global benchmarks in product design and development, manufacturing practices and human resource capabilities. However, there is no room for complacency.

We believe that the business system only is the key to success. It's no miracle, only day-to-day work in the appropriate way.

We are constantly working towards the highest level of compliance possible.

I demand pretty aggressive goal setting and a commitment to measured progress towards those goals because I don't like surprises. I don't even like good surprises.

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

If the staff lacks policy guidance against which to test decisions, their decisions will be random.

What should be the aim of management? What is their job? Quality is the responsibility of the top people. Its origin is in the boardroom. They are the ones who decide.

When I wear the hat of management, it is important that our management behaves and conducts as management accountable to the board.

I like the idea of working my way up. I don't feel impatient to immediately jump into something that could literally bring down a studio if I don't do it well.

You have to maintain a culture of transformation and stay true to your values.

Support what works and stop supporting what does not work.

You can't fire anybody in Government; everyone blames the system. Look what is happening in NASA. Now we have to truck out these 200-plus audits out of the closet because we had a disaster [the Challenger], and we still can't find someone to fire.

What gets measured, gets done….Results measurement is now mainstreamed

When I testified before Congress after the Hudson River landing, Congressman James Oberstar of Minnesota said, 'Safety begins in the boardroom.' That's as true in medicine as it is in aviation. It always boils down to leadership.

Processes break in two ways. They break because they don't have the right checks and balances and because they don't have the right execution.

First of all, you've got to have a vision of 'What kind of program do I want to have?' Then you've got to have a plan to implement it. Then you've got to set the example that you want, develop the principles and values that are important, and get people to buy into it.

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.