Ivan Glasenberg Quotes

I'm the last senior executive who was hired by Roy Vagelos. It's an honor, but it also imposes upon me an obligation not only to think about his legacy but also about this company's legacy.

As a former CEO and senior executive, there was a time when I did not quite understand the profound impact a CEO has on the culture of a company, even though I always knew culture was important.

I joined the board of Etsy when it was just three founders, and I helped recruit the COO and CTO, Chad Dickerson, who later became the CEO.

I think a CEO lives or dies in whether he's been able to hold on to elements of culture that are needed in the company.

I do not want to be a long-term CEO.

I would expect the family would continue to play a critical role in leading Fidelity. However, the company does not necessarily have to be run day-to-day by a family member. It will be run by the person who is determined to have the right skills and chemistry.

The executive moves we are announcing today will strengthen American for the long-term future and reflect well on the depth of the Company's management team.

Too many talk about a company's leadership, referring to the senior most executives in the organization. They are just that: senior executives. Leadership doesn't automatically happen when you reach a certain pay grade. Hopefully you find it there, but there are no guarantees.

I'm privileged and grateful to lead The Walt Disney Company and our talented, dedicated team at this exciting time.

I feel like I'm part of history being made. I leave Apple board meetings thinking, 'I've got to do a better job.'

A critical question to ask when bringing in a new CEO to take the reins of a company you started is: Do you want someone who will maintain company culture or reinvent it?

Every time a new CEO came, I got a promotion till I was made CEO myself.

The problem with naming a No. 2 is you really want to throw all your weight behind the guy who is going to be the leader.

I look forward to working closely with the CDK Board, management team, and employees to enable CDK to meet its full potential to generate value for all of its stakeholders.

After taking a two-year sabbatical to spend time with my wife and travel the world, I'm excited to join the Twitter Board and help the company advance its mission.

I am deeply honored by the trust the board has placed in me to lead Duke Energy. I have a high degree of confidence in the strength of our company's leadership and dedicated employees.

When you start giving interviews like the CEO of an established company, it's just wrong.

In 1976, I was invited to interview for the CEO position of the Girl Scouts of the U.S.A.

I am fully supportive of the strategy and leadership team at Valeant.

Me being in a managerial position has never crossed my mind. Even in the twilight of my career.

I think running Apple is a great job, but it suits Steve Jobs so well. I wouldn't want to be the person that ran Apple after Steve, but he has a great job.

A talented executive whose interests are aligned with the firm's and is confident in her role will always recruit stars who exceed herself in various ways, but one who is worried about her value to the firm will not.

In 1997, my father appointed me CEO but acted as player-coach, keeping busy on long-term clients such as KFC and international travel brands.

The most important ingredient for the success of any company is the quality of its people, starting with its leadership team.

I think that's the responsibility of the CEO and the CEOs below me: to make sure that we're constantly putting people in places where they have the opportunity to develop into those careers but also having a rewards and recognition system that allows a great programmer to stay as a great programmer.