Company Restructuring Quotes

I was brought in by the White House as GM's chairman in 2009, around the time of the bankruptcy, and became CEO later that year. As a company, we were grateful for the government's support. But as GM's financial health began to improve, I could detect no real sense of urgency, or even interest, on the part of the government to relinquish control.

The company-as-a-machine model fits how people think about and operate conventional companies. And, of course, it fits how people think about changing conventional companies: You have a broken company, and you need to change it, to fix it.

A bankruptcy judge can fix your balance sheet, but he cannot fix your company.

We like the size of the company today given the environment and have no plans to split it up and make it smaller.

Prune - prune businesses, products, activities, people. Do it annually.

To become the global leader in HealthTech and shape the future of the industry, we will combine our vibrant Healthcare and Consumer Lifestyle businesses into one company.

The world is changing. Networks without a specific branding strategy will be killed. I envision a world of highly niched services and tightly run companies without room for all the overhead the established networks carry.

My job was to turn the company around and to give Time Warner a profitable Web business to spin off and a profitable access business that still throws off a tremendous amount of cash. I can check both of those boxes. I am done, and I feel good about what we've accomplished.

We have always said that over the medium and long term, we will disinvest some part of our holding in our major subsidiary companies, and life insurance is our largest subsidiary company.

I don't think that Mitt Romney can legitimately say that he learned anything about how to create jobs in the LBO (leveraged buyout) business. The LBO business is about how to strip cash out of old, long-in-the-tooth companies and how to make short-term profits. All the jobs that he talks about came from Staples. That was a very early venture stage deal. That, you know they got out of long before it got to its current size.

Professional services industries like finance, consulting, and legal services are, by definition, meta-industries. That is, they serve to help large companies raise money, buy and sell each other, reorganize, implement new systems, conduct complex transactions, and so forth.

After the acquisition of id by Zenimax, we had sort of taken the mobile platform team down to a skeleton crew. We were left with about two people who were finishing up the previous obligations on that. The rest had just been dispersed and absorbed by the other teams in the company.

The experience of seeing your entire team made redundant is eye-opening.

Everyone who signed us to Epic, all of the people we trusted there, were let go.

io9 was the last standalone site that Gawker Media ever launched. It was born at a time when many of the company's other famous sites, from Consumerist and Wonkette to Fleshbot and Idolator, were being sold off or shuttered.

Vanguard never would have happened if I hadn't been fired as CEO of Wellington Management Company, the firm that did the investing for the Wellington fund and eight sister funds.

If private-equity firms are as good at remaking companies as they claim, they don't need tax loopholes to make money.

The first set of questions to ask yourself when you're doing cost cutting is relatively straightforward, which is, you know, can you use the necessity of cost cutting as an opportunity to do pruning or trimming for projects that aren't being as successful? But, you know, frequently those are the easy ones. I mean, there's always some kind of social costs internal to the company, but that's the easy way of looking at the future.

If I had challenges in my company, I would not hesitate to sell assets to remain afloat, to get to the better times, because it doesn't make any sense for me to keep any assets and then suffocate the whole organization.

In the days when corporate downsizing was all the rage, Wall Street took a lot of flak for judging companies too harshly and setting the bar for corporate performance so high that executives felt their only option was to slash payrolls.