Ashok Soota Quotes

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

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.

I think the greatest CEOs in the United States, business, anyway, are the ones you don't hear too much about.

As the leadership team, we're taking bold and decisive action to evolve our organization and culture. This includes difficult steps, but they are necessary to position Microsoft for future growth and industry leadership.

The essence of business to me is great people run great companies. Mediocre people don't do a very good job.

As a company grows from 25 to 50 to 100 to 200 to 500 to 1000 people, the characteristics of who is the very best talent in leadership roles will change. It's rarely the case that your leadership team at 1000 people is the same leadership team you had a 25 people.

I literally went down to my car and thought, 'Oh my God, SAP bought Concur - maybe tomorrow they'll buy Dairy Queen.' It was the best thing that happened to me on the day I was named CEO of Oracle.

Valuable companies take decades to build.

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

I love Gateway, and I'm going to do everything in my power to make sure the company can grow and prosper in this challenging environment.

We've dreamed of growing our company into something like Richard Childress has. We're working really hard, and we're getting more competitive. Hopefully, that becomes a reality.

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

All companies of any size have to continue to push to make sure you get the right leaders, the right team, the right people to be fast acting, and fast moving in the marketplace. We've got great leaders, and we continue to attract and promote great new leaders.

The lesson is that, No. 1, this management has to be at the highest class possible. No. 2, they have to have a succession plan.

It all sounds almost silly, but the fact is that the only way to change a corporate culture is to just change it.

If you don't drive your business, you will be driven out of business.

I think Fast Company has a tremendously smart focus and execution.

As a company grows, communication becomes its biggest challenge.

Companies like GE and Procter & Gamble have been in business for a long time. Over decades or a century you're bound to figure out a management structure that works.

I still believe that the mission of Business 2.0 is very strong, very fundamental, and we're really at the beginning of where they're going to take us.

Steve Jobs was rare: a C.E.O. who actually had a huge impact on his company's fortunes. Contrary to corporate mythology, most C.E.O.s could be easily replaced, if not by your average Joe, then by your average executive vice-president. But Jobs genuinely earned the label of superstar.

Great companies in the way they work, start with great leaders.

A great advantage of a large corporation is supposed to be the large pool of talent in which its leaders can find and groom high achievers and successors.

I'm fascinated by management and organizations: how organizations get things done and how successful organizations are built and maintained, how they evolve as they grow from start-ups to small companies to medium companies to big companies.

From the beginning... I wanted to build a company that could sustain not for two years or four years or even ten years but be something that really matters over time the way Amazon and Google and others have.