Masayoshi Son Quotes

Quite often, people who build big businesses don't believe anyone else can run them, and you end up with an old rascal in their 70s and no one to take them on. I could name several - and I won't - who put themselves in that invidious position.

Interestingly, many Indian companies where there's a father-and-son combination are being run as joint CEO organizations because the father has not given up running the company and the son is actively involved in running the company, and there is division of responsibilities.

In some ways, Cash and Carter is a family business that's been handed to me.

I think the fact that father is running now as opposed to in 2012 where he didn't that he's had enough faith in myself and my siblings to be able to run the company.We've got tens of thousands of people that are under his direct employ. Those people, he wouldn't leave a company and leave those people and their lives and everything they've put into it at risk if he didn't think there was competent leadership to take over after him.

According to the Small Business Administration, more than 70 percent of all family businesses do not survive through the second generation, and 8 percent do not make it to a third.

I brought my sons into the business to extend my working life, so I could keep my hand in the business.

I would consider selling the whole company; I wouldn't like to sell just part of it, but on the other hand, I have a grandson intent on following my footsteps and another grandson in another couple of years.

We have very strong succession plans across all group companies. But we do not comment on it. The retirement age is 60 years, but it does not apply to family professionals who work in the business.

I don't know how many companies I've bought in my life, and most of them I've bought from children whose father has passed away, and they say, 'Now we're free, would you like to buy it?'

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.

Family business management is a discipline that has evolved from an art into a science. The market for this line of education has been created by the growing recognition of family-run companies that shareholders are demanding greater clarity on issues ranging from succession to the management of wealth and the distribution of profits.

I will continue to help run my father's company.

Working in a family business, which obviously The Trump Organization is, is an incredible thing, but it's complicated. It's complex.

People who build family businesses are not classically trained. They have to deal with an enormous amount of politics. You think corporate politics are tough? Go work for your dad or your mom.

I have directed all of my cabinet to work to prepare a transition plan for the incoming administration.

I was not very keen on joining the family business... there were 14 family members working together, and it worried me that I would not have enough individuality.

My own brand will stand or fall because of me. Dior won't fall if I fall. It will also still stand if I'm not there. I'm coming in there, and it's like a - I don't know the English word - like a passage.

I think it's very important to have the stewardship of a company by a family member.

The education of their Children, as well Daughters as Sons; all whiesch, be they of never so great quality or estate, they always take care to bring up to write perfect good hands, and to have the full knowledge and use of Arithmetick and Merchants’ Accounts; the well understanding and practice whereof, doth strangely infuse into most that are the owners of that quality, of either Sex, not only an ability for Commerce of all kinds, but a strong aptitude, love, and delight in it; and in regard the women are as knowing therein as the men, it doth encourage their Husbands to hold on in their Trades to their dying days, knowing the capacity of their Wives to get in their Estates, and carry on their Trades after their Deaths.

It feels like now I - you know, I'm almost 80 years old - I can sit back and retire, you know, and say, 'Look, our young people are taking over.' And that's great. That's what I'd like to see.

I didn't want to work with my father. I wanted to see if I could develop my own career.

If the children of a group's founder are to take over that group, they need the endorsement of society.

My daughter has no interest in succeeding me in the business. She is going towards social entrepreneurship, an area she is interested in.

Deciding whether or not to bring in an outside CEO is one of the most gut-wrenching decisions that a founder will ever need to make.

From the time I was in elementary school, I wanted to work in the family business.