Punit Renjen Quotes

Basic philosophy, spirit and drive of an organization have far more to do with its relative achievements than do technological or economic resources, organizational structure, innovation and timing.

Vision is dandy, but sustainable company excellence comes from a huge stable of able managers.

Great companies are built in the office, with hard work put in by a team.

I believe in MWA - management by walking around - so I spend as much time as possible traveling and visiting franchise partners. You only learn by walking around and meeting people.

The organization reflects the behavior and characteristics of the CEO, and that establishes the culture. Foster an environment of open communication, and the organization inherits a culture of open communication.

When a culture is broken, the cracks show - morale is weakened, but so is profit and performance. That's why culture has to be at the core of any business transformation.

There's a conventional wisdom that says that strategic thinking is much more important than relationship building, which doesn't seem to be nearly as highly valued as it should be, based on what some of the leaders that I've spoken with have said to me.

I'm an owner that tends to absolutely be supportive of a coach and his vision if it's a real sharp and smart vision. I really believe in that.

Great leaders help their people see how they can directly impact the company's objectives and their own personal goals.

The most challenging part of being CEO is communicating to 200,000 people what you want done.

People really are our most important resource, and people who don't realize that and choose not to live that way, choose not to lead that way, are paying a price for that in many of our companies, many of our organizations.

You can have the best people in the business, but if they're not collaborating - and they're butting heads - then it's all going to go south.

To me, it's really important to drive change through a team because one person, while the buck has to stop with somebody, the company is just too big for one person.

I used to think business was 50 percent having the right people. Now I think it's 80 percent.

Both Neil and I had done solo projects where we were the boss and I just thought that if he was willing to get into it, it would really be a good experience for him.

I'm privileged and grateful to lead The Walt Disney Company and our talented, dedicated team at this exciting time.

It's important in any organization that if visions have any reality at all, it's because the organization believes that the vision is right and that they share in it. Otherwise, it becomes the good idea of one person, and that even more importantly contributes to the sense that it will not survive the departure of that individual.

Historically, NBCUniversal had brilliant people, but some of them didn't do a very good job of working together.

You can have a phenomenal technology with bad people; you're not gonna have much success. You can have mediocre technology with great people; they'll figure out a way to make a buck.

The essence of business to me is great people run great companies. Mediocre people don't do a very good job.

I try to motivate people and align our individual incentives with organizational incentives. And then let people do their best.

Strategy is not really a solo sport - even If you're the CEO.

I always run inclusive and successful organisations.

I would say that I'm blessed with a very, very good executive team that operates, reasonably autonomously, each of the companies.

I do believe that any successful business starts from the top and works its way down.