Mark V. Hurd Quotes

Finding out exactly what went wrong is key toward preventing future debacles.

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.

Back to Microsoft days, I'm always looking for, 'OK, that's great, but what can go wrong?'

As nines in our system, we need to make sure that we come off the line and that we have numbers correct on both sides.

In a small lab, if you make a mistake, you can go in the next day and fix it. But here, when you are committed to spending a hundred thousand or a million dollars, you can't fix it later. You need to have a system of checks and balances internally. In particle physics, that's just part of the structure.

And I think that still is true of this business - which is basically research and development - that you probably spend more time in planning and training and designing for things to go wrong, and how you cope with them, than you do for things to go right.

CEOs hate variance. It's the enemy. Variance in customer service is bad. Variance in quality is bad. CEOs love processes that are standardized, routinized, predictable. Stamping out variance makes a complex job a bit less complex.

Just because nobody complains doesn't mean all parachutes are perfect.

In setting goals and executing a strategy, Wanda is sophisticated. We have good systems and departments. If targets are not reached, a yellow light goes off.

There are certain things I will automate, but when it comes to quality control, I want to keep a very close eye.

I'm a process person. Process is a manifestation of values.

I'm a common sense person who tries to analyze and I have to look at all sides of the issue because you don't want software that only does something but doesn't fix the other errors.

Detect and fix any problem in a production process at the lowest stage possible.

A lot of people think if you just had more process and more compliance -- checks and doublechecks and so forth -- you could create a better result in the world. Well, Berkshire has had practically no process. We had hardly any internal auditing until they forced it on us. We just try to operate in a seamless web of deserved trust and be careful whom we trust.

I've been to so many manufacturing plants. I've yet to walk into one where I did not think AI solutions wouldn't help.

We are constantly auditing our supply chain. Making sure that safety standards are - are, you know, are the highest. We're making sure that working conditions are the highest.

Government doesn't have a high tolerance for failure.

The lesson is the importance of never becoming untethered to oversight and accountability.

The way AI complements people's work, it actually creates a lot of new jobs, a lot of demand. For example, if a automatic visual inspection technology helps spot flaws in manufacturing parts, I think that in some cases, this does create a lot more demand for people to come in to rework or to fix some of the parts that an AI has found to be flawed.

When you come to a hotel where everything is brand new, it's logical that not everything works.

Our goal is to set the gold standard when it comes to compliance.

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

You need to have a lot of human judgment involved in the financial industry in terms of risk management, in terms of investment decisions, and things that really allow us to blend the best of technology and the human brain.

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

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