Beijing Quotes

Managing a business, small or large, today requires an extremely disciplined, thoughtful approach with regard to the pressure that people are under.

Barbarian Management Bureau

In business, there's a constant focus on developing strategies, reviewing executive performance against those strategies each year, engaging with opposing or different points of view, and having intellectual dialogue.

I learned a lot from Jack Welch about how to run a business.

I've run businesses with thousands of people. I've run businesses with 10 people.

We live in cautious times where HR has a very inflated sense of authority over companies.

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

Many corporate leaders and employees have the right intentions, but it can be overwhelming when you consider how everything is affected from leadership styles, to organizational structure, to employee engagement, to customer service an marketplace.

In a company, hundreds of decisions get made, but objectives and goals are thin.

I have almost no interest in quarterly reports. Running a business or investing in a business based on quarterly earnings doesn't make any sense at all to me.

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.

Companies need to have rules - that's a given - but they don't have to be shortsighted and lazy attempts at creating order.

I love criticism. Equitable Life went down because management wouldn't brook criticism, but if you are in business, you have to hear what's going wrong.

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

If the staff lacks policy guidance against which to test decisions, their decisions will be random.

Actona is a healthy company with strong values, very competent management and a solid organisation.

The vast business interests of the country will be safe in your hands.

I'm a person who believes in close monitoring and knowing what everyone on the staff is doing.

You have to make your company idiot-proof because you may have an idiot running it some day.

I have to let the general manager do what makes the most sense, or I can't hold him accountable.

I spend most of my career as a management consultant, a businessman working with family-owned small and medium-sized businesses. The businesses that make up the core of our economy.

Our established businesses of hydrocarbons, energy, and petrochemicals pretty much run on their own, with their own proven leaders. This has helped me focus almost exclusively on two things: Firstly, new businesses. And secondly, institutionalising what I call the Reliance Management System.

As you grow as a company, you get layers and hierarchy that, in theory, should make your decisions a lot better. They get reviewed, and thoughtful people look at decision.

There's certain circumstances, there's certain situations, there's certain decisions that have to be made based upon the business and you can't take that personal.

The goal isn't just to make transactions: it's to make better decisions in the way you run your business. If that's not at the top of every executive's priorities, then they shouldn't be an executive.