Al-Waleed bin Talal Quotes

As a first-time CEO, I wasn't sure if I would scale to run IronPort long-term. But I wanted a legitimate shot at it.

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

The biggest part of my job now is to quickly develop successors, and around the world I am working to develop new business leaders in the company.

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.

Innovation and corporate governance are extremely important to improve the profitability of Japanese companies and encourage them to increase wages, capital spending, and dividends.

CEOs resign when the internal dynamics of the company and the external dynamics of the company actually come together to say it is appropriate. When the internal dynamics ask you whether you have a replacement. I think the transition from CEOships have also become cartoonish.

If longevity is the best index to measure a company, a basic requirement is the ability of the corporation to generate new and new leaders.

There would not be enough talent that's educated, developed and ready to take on the next leadership challenge, and it would cap our growth. Now we've put programs in place not to have that happen, but that could be a weakness.

At IBM, if we kept our same leadership for 36 years, we'd be bankrupt.

Somehow, the company must stay true to the founding vision while avoiding the pitfalls of rapid growth - and perhaps survive the hiring of a previously successful executive who doesn't work out.

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.

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

Barbarian Management Bureau

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.

As chief of staff, I was responsible for running a multibillion-dollar organization with over 34,000 employees, and working on everything from health care to transportation.

Creative tension is constructive. Its purpose is to bring out the very best in management so that senior executives can generate the greatest value for shareholders, stakeholders, and society at large.

I'm a really big believer in chief executives not staying forever.

You obviously have to build a culture, a foundation. You must build the right talent however you do it. Then you have to build the systems and the habits.

Having spent almost 25 years in different roles within Investor, I have truly enjoyed working with creating long-term value in our companies.

Strong succession planning is a critical element of all the Johnson enterprises.

The role of a board of directors is to be a sounding board for the vision of the company - to hold executives accountable in executing that vision and to ensure a management succession plan is in place.

Some corporations are extremely well managed; some nonprofit organizations are. It has nothing to do with the sector. It has to do with quality of management.

You'd like to transition with continuity, have people in your own organization rise up and continue forward, whether in coaching or personnel or players.

I know firsthand the complexities of leading an enterprise through business and technology transformation. It takes intense focus, a strong drive, and a clearly communicated vision to inspire and take an organization from where they are, to where they need to be - or where they want to go.

I already have a job and being the CEO of Nvidia is a great privilege. It is once in a life time opportunity.