Mark V. Hurd Quotes

Life at a public company ain't for me. The board pays you what you're worth, then you get reamed for your compensation.

When you give chief executives too much compensation in stock options, they concentrate too much on the stock price, and there is a perverse incentive to raise the stock price, particularly when the chief executive wants to exercise his own options.

My feeling about executive bonuses is that any candidate for a chief executive job who even raises the issue of bonuses should be dismissed out of hand.

If CEO compensation was performance-driven, which I believe it was in IBM's case, nobody would ever argue. If the shareholders didn't make billions and billions of dollars, I wouldn't make millions of dollars. My salary was the same for 10 years. It was all performance-based.

Today, a skilled manager makes more than the owner. And owners fight each other to get the skilled managers.

A lot of deals are done or not done because chief executives are not fully aligned to shareholders.

I'm in a different position than most CEO's. I'm a founder. I'm not a hired CEO. Now, I can be fired by the board, but most CEO's are hired by the board.

CEOs resign when the internal dynamics of the company and the external dynamics of the company actually come together to say it is appropriate. When the internal dynamics ask you whether you have a replacement. I think the transition from CEOships have also become cartoonish.

There are many highly successful businesses in the United States. There are also many highly paid executives. The policy is not to intermingle the two.

I used to think my job as a CEO meant managing metrics and meeting goals, but I've realised now that's it's about managing my board and employees.

Eric Schmidt looks innocent enough, with his watercolor blue eyes and his tiny office full of toys and his Google campus stocked with volleyball courts and unlocked bikes and wheat-grass shots and cereal dispensers and Haribo Gummi Bears and heated toilet seats and herb gardens and parking lots with cords hanging to plug in electric cars.

I definitely think what drives technology companies is the people; because in a technology company it's always about what are you going to do next.

I really believe that all CEO pay should be voted on by shareholders ahead of time. Mine was.

The considerations of a corporation, especially now, have nothing to do with art or music.

Compensation needs to be predominately performance-driven. If CEO compensation was performance-driven, which I believe it was in IBM's case, nobody would ever argue. If the shareholders didn't make billions and billions of dollars, I wouldn't make millions of dollars.

Look, I've always said from the word go many years ago that I felt the whole bonus culture, they need to think very carefully about being detached from the rest of the British public.

In talking to founder after founder; I've heard almost visceral reactions to working for companies, even very cool ones with great things to work on and lots of opportunity, like Facebook, Google, or consulting firms.

The average member of the public thinks of 'business' as an impersonal corporate entity, owned by the very rich and managed by over-paid executives.

As long as perverse compensation systems for financial executives exist, the United States financial problems will remain nearly, if not completely, intractable.

The salary of the chief executive of the large corporation is not a market award for achievement. It is frequently in nature of a warm personal gesture by the individual to himself.

Executive pay has skyrocketed for many reasons - including the prevalence of overly cozy boards and changing cultural norms about pay - but increasing scale, competition, and innovation have all played major roles.

It's not reasonable for companies that have chief executives and board members who are paid very considerable sums to subsidise low pay through in-work benefits.

It's not just hours and pay that are important anymore. People want to know what the company is like, what the culture is.

I'm so obsessed with Apple, and the chance to work with the people who really created Apple retail is the retail opportunity of a lifetime.

It's very easy to criticize the CEO of the market leader.