Carol Bartz Quotes

By doing what they must do to keep their margins strong and their stock price healthy, every company paves the way for its own disruption.

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.

Banks need to have large shareholders on the board that have a direct interest in their performance.

I have a business to run and stockholders to think about.

I'm going to continue doing my thing and work my butt off to add value for shareholders and as long as they and the board see fit to keep me in this role, I feel enormously privileged to serve.

Innovation requires resources to invest, and you can see many companies pulling back and going into an intense protective mode in a major extended period of financial distress.

Being a CEO still means sitting across the table from big institutional investors and showing your leadership and having them believe in you.

I am excited to join the Workday Board at an exciting time in the company's growth and look forward to leveraging my past experience as a technologist and entrepreneur to provide advice as they continue to look at new areas of growth.

Business chief executive officers and their boards succumb to the pressures of the financial markets and their fears of takeovers and pour out their energies to produce quarterly earnings - at the expense of building their companies for the long term.

I'm the non-executive chairman of nine or so major companies, and on the nine companies, it's a little trying because you jump from one industry to another, as the case might be. But one had the reasonable knowledge of those nine activities, and it's been an exciting job.

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

Often, entrepreneurs don't build a board until they are forced to by their VCs when they raise their first financing round. This is dumb, as you are missing the opportunity to add at least one person to the team who - as a board member - can help you navigate the early process of building your company and raising that first round.

I'm the CEO; I'm the one who should be looking out for risk.

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.

We're very much focused on full shareholder-value return. We have to get our stock moving. But I won't do something in the short run that I don't feel is right for the long run. That, I've watched many CEOs do.

As a pro-business Democrat, I understand the obligations of publicly traded companies to maximize returns to shareholders.

We need to be focused in corporate America on the long term.

When you manage your company for long-term shareholders, and you manage the company for clients, two of the biggest stakeholders, you will make the right decisions.

You can't look back at the worst financial crisis of our lifetimes that started in 2008 and not have some important lessons about the critical nature of oversights in financial markets and institutions.

Companies that are publicly held have a fiduciary duty to their shareholders to try to maximize their profits within ethical reasons.

My shareholders expect me to make the most profit. That's the ugly, dirty truth.

I think, you know, a fellow CEO said to me that the interesting thing about being CEO that's really striking is that you have very few decisions that you need to make, and you need to make them absolutely perfectly.

I want to make sure our company is in good hands: that it will be good for the country, for the stockholders.

The actions of hedge fund managers in exercising their fiduciary responsibilities to their investors is not the reason why Chrysler is in jeopardy.

We have an obligation to provide a return for our shareholders.