Mark V. Hurd Quotes

I've been lucky to be at companies that have been at interesting intersections at the time I've been able to run them and lead them.

It all sounds almost silly, but the fact is that the only way to change a corporate culture is to just change it.

What is clear is that business leaders must commit to champion change - to be transparent about their goals for change, to align their incentives systems to drive the change, and to make sure their work environments are flexible in a way that allows men and women who choose to work to be able to achieve all of their potential.

No one is born a CEO, but no one tells you that.

I think there are certain business matters which we must now conduct differently than we used to.

I spent most of my career operating businesses and fixing businesses, not staring at a Bloomberg screen.

I have spent my career making a difference with underperforming assets.

I was an executive running a pretty substantial group before becoming CEO, and I had no idea what it was like. When something goes wrong, people say, 'It's all your fault.' Your reaction is, 'It's not my fault.' But what do you mean? I was the founder, I hired everybody in the company, I was managing it.

I learned a lot from Jack Welch about how to run a business.

While 2015 was challenging, we implemented many strategic and operational initiatives to improve our business and better position J.Crew for the future.

I've run businesses with thousands of people. I've run businesses with 10 people.

I spent 15 years at IBM, then five years at Freescale Semiconductor.

My decision was that after nearly three years at Celtic - with everything we'd achieved and the success we'd had on the pitch, the improvements off the pitch - then it was time to move on to my next challenge.

For me, I think Bob Iger is one of the smartest men in the country.

As board members, we only meet infrequently and are not as engaged with the front line, necessarily. The first thing I did as CEO was I left this board room.

It is incredibly fun to run a company like AMD.

If a better person emerges, I will hand over management control.

While looking ahead, we know challenges remain, but we are encouraged by the strategies we have in place to improve our operational efficiencies and performance.

Ashley Cheng, who I've worked with for 20 years, he's the studio head in Rockville now. He manages more of the day-to-day stuff. I can focus creatively on what we're doing now and what we should be doing in the future.

SK will evolve and develop based on its corporate culture and human resources.

I am fully supportive of the strategy and leadership team at Valeant.

During the time of Webex growing from $0 to greater than $700M, the company was sold to Cisco. The Webex team lost the passion and drive to further grow the business because many Webex veterans left and Cisco's integration with Webex was not successful.

It's my experience at Fiat and, now, Fiat Chrysler Automobiles that when there is a very strong CEO, it's a good thing to be chairman.

I joined 3G when I was 24, but I didn't really have much of a management role there. I became C.F.O. when we acquired Burger King, so that was my first time managing people. I had just turned 30.

We really must recover our financial performance and take Nintendo back into the position in the marketplace where it is well appreciated.