B. Kevin Turner Quotes

The complexity increases exponentially when you try and combine two companies that both need to be restructured in their own right.

Our concept of One Boeing assumes an integrated business mix of deep commercial and military expertise applied across the global marketplace.

Mergers are like marriages. They are the bringing together of two individuals. If you wouldn't marry someone for the 'operational efficiencies' they offer in the running of a household, then why would you combine two companies with unique cultures and identities for that reason?

With liberalisation, Indian industry gained international exposure because of which it became imperative for companies to rework their strategies to become globally competitive.

Mobile is an incredibly fast-growing market and will continue to be.

Do you have the same vision of where industry is going as the target of your acquisition? If visions differ, you might get together economically for a while, but then you are going to have problems.

Ultimately, the goal is to use acquisitions to compress time on product development and get people on the team, especially in senior roles, who can help build out areas of the company they have experience in.

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

In order to protect against being disrupted, startups also need to recruit employees that are committed to life-long learning. The skills that made your team members valuable may not be the skills needed to take your company to the next level or to compete in emerging markets.

The more senior your management position is, the more important it is to connect the organization or the project to the outside world. You know, how does this fit in with what we're doing? What is the real goal, the real mission?

The One Ford plan drives the business to get PGA, Profitable Growth for All, meaning that every year we increase the profits and cash flow. So how do we do that? We serve all the markets around the world with a complete family of vehicles and use the One Ford Plan.

M&A at Microsoft is a team sport for the senior leadership group. They're all involved in it, and we all play different roles. My role is the first centralized business development role at Microsoft.

We're not about liquidating companies, but if you do that, why is that terrible? We're not blowing up the factories. The person who buys it should be able to make the asset more productive.

At Travelers, we were much more opportunistic. It was very successful, but it wasn't an integrated financial services company. We had a property casualty company, a life company, a brokerage company. We were a financial conglomerate. It wasn't a unified, coordinated strategy of any sort. When it merged with Citi, that became a big issue; Citi, at that time, wasn't yet a fully integrated, coordinated company.

The transformation at the corporate level was achieved by selling off business units in old markets and by creating new business units to pursue the new opportunities. But the individual business units themselves within those transformed corporations were almost inert to change.

We got a lot of excellent people and businesses from Bear and WaMu. But Bear definitely was more painful. WaMu got us into Florida, California, and other states, which was a huge benefit - to expand and grow and add middle-market, private banking, investment banking, and other products, too.

Bringing together the right information with the right people will dramatically improve a company's ability to develop and act on strategic business opportunities.

India is definitely one of the markets where we can expect growth and a potential to do well.

As devices multiply and usage changes, many users coming online today may never use a desktop machine, it becomes more and more important to ensure that people can access all of their stuff anywhere.

We slowly work on getting more markets. We slowly work on building relationships. And over time once we gain people's trust and they see what we do and they see what we deliver each and every show, more and more people are interested in jumping on the Ring Of Honour train. I definitely think the success will continue.

I don't think America should be the policeman of the world, but we have to be engaged and we have to be a leader, and that comes from strong economic growth, a strong military, good diplomatic efforts, and integrating our business community. I just think it's a whole new paradigm.

The most beautiful curve is a rising sales graph.

Too often we measure everything and understand nothing. The three most important things you need to measure in a business are customer satisfaction, employee satisfaction, and cash flow. If you’re growing customer satisfaction, your global market share is sure to grow, too. Employee satisfaction gets you productivity, quality, pride, and creativity. And cash flow is the pulse—the key vital sign of a company.

Simplicity and common sense should characterize planning and strategic direction.

I do think there will be more Japanese companies expanding out of Japan, and there will be more cross-border flow from Japan.