Nancy Dubuc Quotes

What's happening internally is eventually what will take AOL back to being a growth company.

Once you have a product that you are happy with, you the need to centralize things to continue growth.

As we continue to grow, the question is, how do you keep the company as innovative as it was 15 employees ago?

As a company grows, communication becomes its biggest challenge.

As they grow, companies saturate their markets, become more complex and difficult to manage, and face larger and more entrenched competitors.

If your goal is anything but profitability - if it's to be big, or to grow fast, or to become a technology leader - you'll hit problems.

Ford, as I understand it, had done away with the concept of regional management, and now they've re-introduced that in Europe, so it's kind of a two-way street.

We are quite open, however, to looking at acquisitions and there are opportunities that we periodically consider. and I think that may be something we do in the future, but I must say that there is no commitment to that at the present time in any form or size.

I do want to grow our company, so the way I've been doing that is moving 'scary' to different things.

It is the logical next step in our ongoing effort to shift our company's centre of gravity, accelerate our growth

As far as Ola is concerned, we are focused and determined to build a business that can sustain and be impactful.

As leaders, we've all seen the painful effects of team members not keeping pace with company growth - it's called up-leveling, and it's all too common when a company goes from zero to something to hopefully an IPO.

I think long-term, not short-term.

For the label to grow, it has to have great executives who understand the culture, understand the mission, and can lead. I don't want to be part of every decision.

I am excited to be working with the dedicated Four Seasons board and leadership team to build upon their reputation for industry-leading customer experiences while seeking out innovative ways to leverage technology that will help spur additional growth.

You need to run the company on an even keel, and you need to be thinking about the company long-term and how to drive your next innovation.

Creativity is messy and inefficient. But corporate governance needs to be tight and organized.

Strong succession planning is a critical element of all the Johnson enterprises.

As businesses grow, all sorts of things that once were done on the fly - including creating new products - have a way of becoming bureaucratized.

The Chinese government's not pulling any punches. They want what we have so they can get the upper hand on us. And they're highly strategic in their approach - they're playing the long game.

As Looker got larger, the talented people we hired started to see things that we couldn't. And what had looked like a company the three of us could run out of our houses for a few hours a day became something bigger. Much bigger.

In the private sector, as the president of a small business, my focus has been on driving the growth of our business, not driving any partisan political agenda.

Substantial services growth is core to Boeing's strategy.

The ways that you innovate within a franchise are not inconsistent with the ways that you create new franchises.

Acquisitions have contributed only to 20% of MindTree's growth and 80% has come through the organic engine. Many large acquisition proposals have been turned down to ensure a proper balance was maintained.