Company Direction Quotes

Microsoft has had two goals in the last 10 years. One was to copy the Mac, and the other was to copy Lotus' success in the spreadsheet - basically, the applications business. And over the course of the last 10 years, Microsoft accomplished both of those goals. And now they are completely lost.

The last thing IBM needs right now is a vision.

The NWA has money, it could have enough talent, and it has the resources of TBS. It just needs someone to give the company direction.

When the sales guys run the company, the product guys do not matter so much, and a lot of them just turn off.

I believe Larry Page is moving Google from an advertising-based company to a commerce-based company.

Just believe in the future and direction of the capability that ARM has. Go deep and build a better future, both for the company and for its contribution to the industry. That's what I want ARM to do: invest more the future.

Whatever the founder cares about, whatever the founders think are the key goals, that's going to be what the whole company focusses on.

My biggest concern is the abundance of public doubt and misunderstanding when it comes to Twitter's vision and the near future for the service.

At a very basic level, people need to know that there is constancy in their jobs and, more broadly, in where the organization is headed.

I'm a shareholder in Microsoft Corp. of some size, and while I don't work for the place anymore, I think a lot about that investment, how - as an outsider - might I add value or not add value? Do I believe that things are headed in a good direction? So I wouldn't say I spend the majority of my time on that, but I spend some time on that as well.

Don't be afraid to push your company in the direction you think is right - you'll either be fired or promoted, and either outcome will end up just fine.

Google went in a consumer direction, and VMware was system infrastructure. But there are a lot of parallels and similarities.

Most good founders that I know at any given time have a set of small overarching goals for the company that everybody in the company knows.

At DC Comics, it has been a top priority that DC forges a meaningful, forward-looking digital strategy.

Visionary CEOs don't need someone else to demo the company's key products for them. They deeply understand products, and they have their own coherent and consistent vision of where the industry/business models and customers are today, and where they need to take the company.

Technical co-founders are great at envisioning where the company's going from a strategic standpoint. They have what I call the 'gut-feel' of building out their business.

No one is doing something in your business - getting a sale, having a key customer, working on an R&D project - doing anything that's more important than something you say is going to change the company.

I described the CEO job as knowing what to do and getting the company to do what you want. Designing a proper company culture will help you get your company to do what you want in certain important areas for a very long time.

When I became CEO, I was really worried that we were in commoditized segments that were mature and no longer growing. So we made a radical pivot into health technology because that is one of the world's unmet needs.

I think about culture and values as curbs on a highway. When the curbs are high enough, a vehicle can veer to the left or right, but the curbs keep the car on the road. It is the CEO's job to build those curbs as high as possible.

I am honored to be named chairman of Duke Energy's board and privileged to lead our company forward for our customers, employees, and shareholders.

You have to be able to communicate the vision to the people in your organization so that they know where and how they should direct themselves on a day-to-day basis.

Over the last 40 years, I have built MW into a multi-billion dollar company with amazing employees and loyal customers who value the products and service they receive at MW. Over the past several months I have expressed my concerns to the Board about the direction the company is currently heading.Instead of fostering the kind of dialogue in the Boardroom that has in part contributed to our success, the Board has inappropriately chosen to silence my concerns through termination as an executive officer.

In business, sometimes you have to change the CEO in order to change the direction of the company.

I have a staff of 12 people, so it's easy for them to handle all the management and the day to day at the company while I'm directing.