Cynthia Carroll Quotes

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

No business can succeed in any great degree without being properly organized.

A business like an automobile, has to be driven, in order to get results.

You can make a lot of mistakes and still recover if you run an efficient operation. Or you can be brilliant and still go out of business if you're too inefficient.

Many corporate leaders and employees have the right intentions, but it can be overwhelming when you consider how everything is affected from leadership styles, to organizational structure, to employee engagement, to customer service an marketplace.

There's a lot of pride that business owners have. It's actually really critical that pride and ownership extends to everyone in the organization. I think of everyone is in the same boat in driving the company forward.

A well-managed business will have a high return on invested capital. But that's a consequence. It's not a way to manage a business.

You have got to have discipline and focus - on the customer and how you run the business.

In business, the idea of measuring what you are doing, picking the measurements that count like customer satisfaction and performance... you thrive on that.

Infosys demonstrated to the world that an Indian company could implement standards of quality, operations, finance that compare with the best. That is a legacy I am happy with.

If you run a business, if you are responsible for a lot of people, you come to grips with the reality that you have to have discipline. You have to protect the enterprise in order to take care of the employees. So, therefore, you can't be wasteful. You can't squander things, or you jeopardize other people.

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.

As we were growing retail, and it was a huge growth phase, it was very important to keep our quality under control. Therefore, it was not just distribution, not just back-office operations, but also the risk-management practices. And these we learned together, supported by technology.

Too often in business, only financial data is gathered - and then it is distributed only to management. Other key indicators that relate to performance areas also need to be tracked. Information on performance has to be made available to those people who can best use it - those doing the work.

All you can worry about as CEO is making sure your company continues to build great products, deliver the revenue, and keep your customers happy.

To scale your business, you need to delegate responsibilities to others and establish a strong company culture.

The fundamentals of your business are like free throws: emphasize and practice them to perfection.

I will work to ensure Duke Energy is positioned to continue its track record of outstanding customer service and operational and financial excellence.

Safety is not a retrofit; it's been in our DNA since day one.

In business -- every business -- the bottom line is understanding the process. If you don't understand the process, you'll never reap the rewards of the process.

Safety is always a paramount concern for us. We are always engaged with the studios and with what better structures can be done.

Quality will save our company.

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

I always accept the decisions of the coach.

We are a very systems- and process- driven business which reports directly to the board, whether it is risk or legal.