Chanda Kochhar Quotes

I have spent my career making a difference with underperforming assets.

On 'Bar Rescue,' failure is not an option. I have to try to turn the business around.

The key thing in any kind of guiding of the business is how do you create a strong organization that is kind of accelerating into the future. And when you're in trouble, the question is, what are the techniques that you can, you know, trim, refinance, sell, et cetera, in order to get this business back to that characteristic.

When I became CEO, Puma was bankrupt on paper.

You can make a lot of mistakes and still recover if you run an efficient operation. Or you can be brilliant and still go out of business if you're too inefficient.

The way you continue to be a successful business is you don't wait for the car to go off the cliff. You have to manage yourself. And make sure you do it in the right way so you are not making decisions in crisis.

I talked about 12 to 18 months, and that's about reaffirming our foundation for sustained growth: getting the discipline back, getting the basics right, getting the customer focus back... so by the end of next year, I hope most of that's in place.

Korea's early repayment of the full amount of loans from the IMF is a major milestone.

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.

Actions aimed at supporting deleveraging and balance-sheet repair - such as recognizing losses, writing down assets, and recapitalizing banks - carry longer-term benefits but short-term costs.

Despite PAL's troubles in the late 1990s, we were fortunate to have steered the company to clearer skies.

I wish the company and its associates all the best as Sears Holdings continues on its transformation.

Our job and commitment is to rebuild Ericsson to be successful long-term.

I came back to Philips and quickly realised that the TV business had a major performance issue and some structural challenges. Rather than try to tweak it and sit things out, we said we had to go for a structural solution.

We really must recover our financial performance and take Nintendo back into the position in the marketplace where it is well appreciated.

I believe if you start a business with the intent of making it huge, you're already prioritizing the wrong thing. Size is important, but it's a byproduct of a whole bunch of other things that are worth way more of your mental energy - customers, service, quality.

We'll continue to take the right actions to make sure we're a profitable business.

When you buy a company that's been on its butt you raise a lot of money, you instantly put new management in place, but that's the end of the glory for three to five years, grinding it out one day after the other.

I am relieved that I can pay back my school loans.

Profit is what happens when you do everything else right.

Most of the clubs I have had, they have been in a precarious situation when I have taken over and I have had to change it, even going back to Scarborough and all that.

Having too many layers of approval in a dynamic battlefield environment delays our ability to fight and win, especially when troops are engaged in combat.

I promise not to take my thousands of dollars in student loan debt and move to Mexico. At least not right away.

Valuable companies take decades to build.

Recapitalization has helped in many parts of the world.