Melina Mercouri Quotes

As the CEO, I have to take care of the short term, mid term and the long term.

In a company, hundreds of decisions get made, but objectives and goals are thin.

Clearly, as a CEO, you have other functions that are managed by other people.

Clearly, every company needs a leader. That's an important part of being the CEO of the company.

As a company gets big, the information that informs decision-making gets massive. Depending upon the prism through which you view the business, your perspective will vary. If two people are in charge, this variance will cause conflict and delay.

When I was president of the company, I said, 'Okay, I can do this - piece of cake.' Then when you are the CEO, the responsibilities multiply enormously because you worry about everything.

If you look at successful studios, they're the ones with stabilized management.

As the Executive Chairman of 'Breitbart News' with a long run in business and finance, I can tell you, it's hard to run a company that is infinitesimally smaller than Fox; it takes a steady and experienced hand.

When you're the CEO, you take responsibility.

I certainly don't understand Fox's decision-making process.

As you grow as a company, you get layers and hierarchy that, in theory, should make your decisions a lot better. They get reviewed, and thoughtful people look at decision.

Look first at management. That's the key to a company.

The biggest challenge is adding the bureaucracy it takes to run the company without becoming fat, lazy, inflexible - bureaucratic.

I think you need a really strong businessperson running the state, a person who's used to turning negatives into positives, which is what happens in business.

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.

A man to carry on a successful business must have imagination. He must see things as in a vision, a dream of the whole thing.

The difference between management and administration (which is what bureaucrats used to do exclusively) is the difference between choice and rigidity.

In my own experience as a C.E.O., I would find myself laying awake at 3 A.M. asking questions about my business, and there weren't management books out there that could help me.

Obviously I've got a great team of people within the company. You can't operate all by yourself. We have a good board of directors and a big bench, and they can make decisions if I'm not around.

When I was a CEO, the books on management that I read weren't very much help after the first few months on the job. They were all designed to give you directions on how not to screw up your company.

I brought one big question with me to Harvard. Why do smart companies fail?

A well-managed business will have a high return on invested capital. But that's a consequence. It's not a way to manage a business.

When in 1969 I became publisher of the 'Washington Post' as well as president of the company, my plate was fuller than ever. I had partly worked myself into the job but not, except for rare occasions, taken hold. I had acquired some sense of business but still relied on others more than most company presidents did.

As a company grows, communication becomes its biggest challenge.

Management, at every level, is about the effort to frame challenges, define end states, and allocate resources to navigate between them.