Fred Wilson Quotes

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.

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

I'm in a different position than most CEO's. I'm a founder. I'm not a hired CEO. Now, I can be fired by the board, but most CEO's are hired by the board.

We want to move along and make sure, both internally and externally, that people realize how the company is being run, and it's being run by a group of people now, not just me.

Abby Johnson has agreed to become Chief Executive Officer of Fidelity, reflecting a further step forward in our leadership succession plan. Abby will retain her role of President, and I will continue to serve as Chairman of the Board.

Who my successor is will be up to the board, not me.

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.

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

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 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.

I had no idea until I joined the games industry and met some of the power players, particularly those running large public companies, that much of this world is run by complete clowns.

The average member of the public thinks of 'business' as an impersonal corporate entity, owned by the very rich and managed by over-paid executives.

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.

The industry has to learn how to do CEO succession well. If your definition of success is Intel or Microsoft or HP or IBM, that's not a good track record, and yet they are the most successful ones.

CEOs can stay too long.

In large companies, the CEO is very distant from operations.

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've always been of the view that two-term presidency rule is a pretty good one and CEOs shouldn't overstay their welcome.

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

Companies like GE and Procter & Gamble have been in business for a long time. Over decades or a century you're bound to figure out a management structure that works.

A lot of what I do is running businesses rather than buying stocks. My worst decision is probably when I know I have the wrong chief executive running the business, and I keep on waiting to make the difficult decision of replacing him.

When you're invested in your own business, you're going to run it better. When people are financially responsible for whether their store succeeds, they're going to have that kind of entrepreneurial spirit that's harder to get if headquarters is running things.

The real mechanism for corporate governance is the active involvement of the owners.

I am a very hands-on person, and I like to be involved in driving my business.

I'm doing a little consulting. I'm somewhat retired, still a director of a company or two.