Roshni Nadar Quotes

I am incredibly proud to return to the Yahoo board.

Board meetings should not be for the benefit of the board. They should be for the benefit of the CEO and the senior team.

Sitting on a corporate board is a hobby for me.

When I took over the family business, it had already been a publicly traded company for 20 years. During one of the first annual meetings I attended, one shareholder stood up and advised me and everyone in attendance that I should resign.

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

Companies the size of PepsiCo is like running a little republic, there is no question about it. The only difference is that I don't have to worry about the media hounding me every day, on every word that I say. I have a board of directors that runs the country in the interest of the stake holders.

Sealed Management

My family has big business background, and I like to stay busy, too.

I am honored to be named chairman of Duke Energy's board and privileged to lead our company forward for our customers, employees, and shareholders.

I am deeply honored by the trust the board has placed in me to lead Duke Energy. I have a high degree of confidence in the strength of our company's leadership and dedicated employees.

It's my experience at Fiat and, now, Fiat Chrysler Automobiles that when there is a very strong CEO, it's a good thing to be chairman.

As board members, we only meet infrequently and are not as engaged with the front line, necessarily. The first thing I did as CEO was I left this board room.

By the time of the '90s boom, CEOs had become superheroes, accorded celebrity treatment and followed with a kind of slavish scrutiny that Alfred P. Sloan could never have imagined.

I'm inspired every day by the great captains of industry and enlightened entrepreneurs like my great-great-grandfather and founder of Fiat, Giovanni Agnelli, who personally knew all his workers and gave so much to this country, or Adriano Olivetti, unique and innovative in every way.

The public may admire a corporation for its impressive size. Who in the United States doesn't? But when a business, however gigantic, gets smug enough to believe that it is sufficient only to match competition on trivial points instead of leading competition in valid matters, that business is becoming vulnerable to public disfavor.

Companies have to be innovative in leading with values the same way they have to be innovative in their products and services.

What I would like to do is to leave behind a sustainable entity of a set of companies that operate in an exemplary manner in terms of ethics, values and continue what our ancestors left behind.

I start with people's growth, my own growth included. I don't start with the company's strategy or products. I start with people's growth because I believe that if the people who are running and participating in a company grow, then the company's growth will in many respects take care of itself.

I think it's very important to have the stewardship of a company by a family member.

I think there's few cases in history where the C.E.O. steps down and is also the founder and reports to someone and that works.

As CEO, I accept responsibility for the irregularities that have been found in diesel engines and have therefore requested the Supervisory Board to agree on terminating my function as CEO of the Volkswagen Group.

We have to raise the bar on corporate governance. Shareholders want ethical behavior and honesty.

Industry leaders have the power to set standards.

When the finance or marketing people run a company, innovation stops.

My job as a leader is to make sure everybody in the company has great opportunities, and that they feel they're having a meaningful impact and are contributing to the good of society. As a world, we're doing a better job of that. My goal is for Google to lead, not follow that.