Borje Ekholm Quotes

My advice to fledgling entrepreneurs is always the same: build a company that you plan to be with for the next 10 years - that is the best way to increase your chances of success.

It's easy to be a short-term hero. It is very easy for me to get tremendous results very short term, get that translated into compensation, and be off sailing in the Bahamas. But the goal for this company - and it's very difficult to do - the goal is to follow a four- or five-year process.

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.

If you want to be around in 10 years you've got to do something to differentiate yourself from the pack.

My own view is that every company requires a long-term view.

In our experience, what we have found is the rare commodity is a good management team. And good management teams manage through good and bad cycles and manage to grow their business over a long period of time.

If you look at successful studios, they're the ones with stabilized management.

Any jerk can have short-term earnings. You squeeze, squeeze, squeeze, and the company sinks five years later.

You can't delegate turning a company around.

In business, I think the most important thing is to position yourself for long-term and not be too impatient, which I am by nature, and I have to control myself.

I think high turnover is definitively the investor's enemy, so you don't want to bring a high-turnover philosophy to this business. You want to have a long-term philosophy.

We are trying to build large, lasting businesses.

Management always has a big influence on your success, no matter how good or how bad the business is itself.

Plenty of entrepreneurs can start a company. What is more rare is to evolve it and to scale with it over time.

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.

Getting to profitability does not mean all our problems are solved.

Taking big risks combined with having a team you believe in and that believes just as much in you as a leader make for long-term wins, even in a game of inches.

The worst sort of business is one that grows rapidly, requires significant capital to engender the growth, and then earns little or no money. Think airlines. Here a durable competitive advantage has proven elusive ever since the days of the Wright Brothers. Indeed, if a farsighted capitalist had been present at Kitty Hawk, he would have done his successors a huge favor by shooting Orville down.

Too many companies are running their business into the ground, I would argue, by being myopically short-term focused on the shareholder.

I'm not a one-hit wonder. When you look at my background, I think I've been successful at all stops along the way. I know the kind of responsibility it takes to be a head football coach.

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

Great leadership and great companies aren't built overnight, and they're not built without capital. And capital can sometimes be counter-productive to building a great culture.

I want to help my team win, and this is a winning organization, so there's no added pressure.

It's difficult to fix a truly broken business, but when it happens, the returns can be extraordinary.

You need continuity at clubs.