Steve Easterbrook Quotes

I turned Compaq from a small company with troubles into a computer powerhouse. We can do the same at Intershop.

And I was asked if I would come and help with the recovery of this great British company, Cable and Wireless, and I'm delighted to become part of the new and very talented management that have been brought in to that company as well.

There's no more exciting moment for me as a brand strategist than a turnaround.

You want to grow. To compete effectively - - even if you weren't going to grow, just to maintain your position - - you look at who you're competing with. And everyone you're competing with is changing to get better, sometimes dramatically.

When I came into the CEO office, I basically changed the entire management team. We knew that we had to change the company, so we needed a new set of leaders.

In business, sometimes you have to change the CEO in order to change the direction of the company.

I was a corporate hatchet man, and it's impossible for me to turn that off. It's this curse when I walk into businesses: 'That needs to be fixed, that needs to be fixed.'

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.

Over time, a successful company will acquire much in the way of resources and momentum, and these things often insulate it from reality once it has stopped being successful.

If you don't drive your business, you will be driven out of business.

I still believe that the mission of Business 2.0 is very strong, very fundamental, and we're really at the beginning of where they're going to take us.

All this improvement is great, but all that does is get us in the game to play for improvements that we need in the future, so that we can be aggressive in the marketplace.

My job was to turn the company around and to give Time Warner a profitable Web business to spin off and a profitable access business that still throws off a tremendous amount of cash. I can check both of those boxes. I am done, and I feel good about what we've accomplished.

If you look at my business record, I basically love to do turn-arounds. That's where I made all of my money.

What we need to do is run our business. We need to come up with a value prop that is so compelling that customers have to go for it.

When I first came to Playboy, I thought I would go on and do something else in a few years. But when the company got into trouble with political and regulatory challenges, I felt that I could really lead the turn around.

If you haven't created the time as an owner to understand why people are choosing your model over your competition, then you are only managing the business that comes in the door, not actively seeking it out.

You have to build businesses for longer term.

While 2015 was challenging, we implemented many strategic and operational initiatives to improve our business and better position J.Crew for the future.

The biggest challenge to thriving in the marketplace is identifying the strategic moves that will keep us ahead of the competition.

I feel very good about our business and the speed at which we are executing our strategy to drive differentiation for Accenture and accelerate our rotation to The New.

If you are in business and you can do something to get ahead of your rival business, you are going to do it.

Strauss Group continues to strengthen its future growth engines, improve the company's competitive position, and increase market share, while continuing streamlining processes, improvements, and carrying out organizational adjustments in the company.

For us to be successful, we have to kick our competitors' butt.

Understanding how to compete better has really made a difference.