Corporate Renewal Quotes

I have been reorganizing and restructuring AOL: changing the strategy and rebuilding it from scratch in the worst economy in a generation.

When I came into the CEO office, I basically changed the entire management team. We knew that we had to change the company, so we needed a new set of leaders.

Any company has got to reinvent itself again and again.

I see myself as a private-equity investor that helps rebuild companies. Restructuring is a cottage industry in that there aren't that many serious practitioners.

One simple way to keep organizations from becoming cancerous might be to rotate all jobs on a regular, frequent and mandatory basis, including the leadership positions.

If I have to tell you what was and is my mission, I think UBS can be the Apple or IBM of the banking industry: companies that went from being admired to severe difficulties and to being back stronger than before.

I wish the company and its associates all the best as Sears Holdings continues on its transformation.

We are reinventing ourselves as a company. Compaq is taking ownership of its customer relationships and accountability of our customer's needs.

We undertook a huge internal transformation to sharpen our customer focus, step up innovation, improve productivity to ensure competitiveness, change our culture, and simplify our ways of working so that our size and scale became a competitive advantage rather than a bureaucratic hangover after years of diversification.

If you look at my business record, I basically love to do turn-arounds. That's where I made all of my money.

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

CEOs can stay too long.