Andy Dunn Quotes

I'm willing to have two directors on the DuPont board, me being one of them.

I'm the C.E.O., nominated by the shareholders. If they're not happy, I have to take the consequences.

No one person controls Microsoft. The board and the shareholders decide whether they want to have me as CEO.

Shareholder meetings are not usually the occasion for utter candor - or for that matter, arch sarcasm - by chief executives.

The best discussion of trouble in boardroom and business office is found in newspapers' own financial pages and speeches by journalists in management jobs.

If it were up to the executives, they probably wouldn't have directors at all.

I'm in a different position than most CEO's. I'm a founder. I'm not a hired CEO. Now, I can be fired by the board, but most CEO's are hired by the board.

I think there's few cases in history where the C.E.O. steps down and is also the founder and reports to someone and that works.

There is a difference between hiring a CEO and turning over control of the business.

I had no idea until I joined the games industry and met some of the power players, particularly those running large public companies, that much of this world is run by complete clowns.

Sitting on a corporate board is a hobby for me.

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.

In large companies, the CEO is very distant from operations.

When we look at really good high-performing companies abroad, they are always at the back of an extremely high-performing board, and that is something which is very lacking in this country.

The World Bank is a shareholder-driven organisation, and as in all such organisations, the majority of shareholders would want a manager of their liking at the top.

I've been around the bend in corporations.

As the CEO, I have to take care of the short term, mid term and the long term.

A lot of deals are done or not done because chief executives are not fully aligned to shareholders.

We're all shareholders. These guys below me, they see the CEO taking it easy, it's their money.

When you're C.E.O., you have to have two conditions: first, shareholders need to trust you and want you to head your company. The second is that you need to feel the motivation to do the job. So, as long as both are reunited, you continue to do the job. And today, they are reunited.

Killing Intel, I, I just had to resign from the Apple Board.

CEOs resign when the internal dynamics of the company and the external dynamics of the company actually come together to say it is appropriate. When the internal dynamics ask you whether you have a replacement. I think the transition from CEOships have also become cartoonish.

On Friday I was in Washington for a meeting with Administration officials. In the course of that meeting, they requested that I 'step aside' as CEO of GM, and so I have.

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.

The real mechanism for corporate governance is the active involvement of the owners.