Sanjaya Baru Quotes

No one person controls Microsoft. The board and the shareholders decide whether they want to have me as CEO.

Banks need to have large shareholders on the board that have a direct interest in their performance.

I'm going to continue doing my thing and work my butt off to add value for shareholders and as long as they and the board see fit to keep me in this role, I feel enormously privileged to serve.

Shareholders have the right and obligation to set the parameters of corporate behavior within which management pursues profit.

My role is really just to try to make sure that the voice of all shareholders and employees is heard - that no one is bullying their agenda, their choice of a CEO, or their selection of who should be the board members. Benchmark, I believe, has been pushing their agenda at the expense of those stakeholders.

I'm the C.E.O., nominated by the shareholders. If they're not happy, I have to take the consequences.

The best discussion of trouble in boardroom and business office is found in newspapers' own financial pages and speeches by journalists in management jobs.

I'm willing to have two directors on the DuPont board, me being one of them.

Shareholder activism works when activists understand something about the characteristics of the business that the board doesn't.

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.

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.

You don't think, when you start a company as the founding CEO, that if your venture actually works, you end up with three jobs: founder, CEO, and chair of the board. The first eight years at Bonobos, I have learned a lot about the tension between the first two. It didn't even occur to me that I had the third job until much later.

When Facebook went public, they didn't have a particularly strong model of governance.

We invited HP executives to participate in the management and in the board. HCL had this concept of corporate officers since inception in 1999. We had a remuneration committee. Now everyone is talking about nomination and remuneration committee. We had this from 1999.

Good shareholder activists have incredible interest in the company because they own a lot of it.

Most shareholders have little if any control over the companies in which they own stock, even if they own a million shares.

I'd be resentful if shareholders who don't know the business tried to tell me what to do.

Shareholder meetings are not usually the occasion for utter candor - or for that matter, arch sarcasm - by chief executives.

If it were up to the executives, they probably wouldn't have directors at all.

We're all shareholders. These guys below me, they see the CEO taking it easy, it's their money.

When the value of the company clearly has fallen below what its assets are worth, having a shareholder who says, 'Let's get a better board' can be helpful.

On Friday I was in Washington for a meeting with Administration officials. In the course of that meeting, they requested that I 'step aside' as CEO of GM, and so I have.

I really believe that all CEO pay should be voted on by shareholders ahead of time. Mine was.

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.

Sitting on a corporate board is a hobby for me.