You have to build businesses for longer term.
I don't know if a company can have a soul, but I like to think it can.
MindTree has grown into a strong company and has a great leadership team at its helm which can continue to propel the company in the future.
The world is full of CEOs that think that just because they write a memo or they write a letter inside an annual report or they give a little video speech that gets sent around the company, they think that's what's really going to affect employees.
The only thing I would say is, I think there's a lot of future value in Blackberry, but without experienced people who have run this type of business, and without a strategic plan, it would be really challenging.
With the sincere devotion of our employees, Samsung has achieved stellar performances since its foundation.
We do not talk enough about spirit in business, yet it is what moves employees, customers, and shareholders alike.
I had dreams of starting a company like Burmah Shell.
I myself am a builder and get totally excited about building Yahoo! as a brand and building it into a bigger and better company. That's what I intend to do.
In AirAsia, we consider ourselves basically a dream factory. We deliberately decided that we wanted a company where people can pursue their passion, and we wanted to make use of all the talent that we have in-house.
Our mission of empowering every person and every organization on the planet to achieve more is really a look back to the very creation of Microsoft.
A great society is a society in which its men of business think greatly of their functions.
It's my experience at Fiat and, now, Fiat Chrysler Automobiles that when there is a very strong CEO, it's a good thing to be chairman.
I look forward to working alongside Univision's exceptional team as we work to further realize the substantial growth potential of this dynamic organization.
Board meetings should not be for the benefit of the board. They should be for the benefit of the CEO and the senior team.
A person's life is over in 50, 100 years. But a company lives on through the people it is composed of, and SoftBank group has to survive even after I'm gone.
I am a person who does not subscribe to the hero-CEO school of thought.
I've been head of strategy at IBM and together with my colleagues built our five-year plan. My priorities are going to be to continue to execute on that.
The basic definition of the business and of its purpose and mission have to be translated into objectives.
Our culture is the foundation for our company.
Apple's goal isn't to make money. Our goal is to design and develop and bring to market good products.
It's easy to be a short-term hero. It is very easy for me to get tremendous results very short term, get that translated into compensation, and be off sailing in the Bahamas. But the goal for this company - and it's very difficult to do - the goal is to follow a four- or five-year process.
I am incredibly proud to return to the Yahoo board.
That's the fun part of being CEO. You can actually say, 'Hey, this is what we should be spending our time on,' and people get it.
I don't think Hollywood makes many good films anymore. How many directors can you really trust to have an artistic vision, not a corporate vision or a watered-down communal one?
