The customer is number one, the employee is number two and the shareholder is number three. If the customer is happy, the business is happy, and the shareholders are happy.
Customers first, employees second, and shareholders third.
Customers should be number 1, Employees number 2, and then only your Shareholders come at number 3.
Like all fads, corporate governance has its zealots.
Ownership has been separated from control; and this separation has removed many of the checks which formerly operated to curb the misuse of wealth and power.
Always maintain good relations with your public.
Understand stakeholder symmetry: Find the appropriate balance of competing claims by various groups of stakeholders.
I said I wanted to lay the foundation for my governance and that included building relations with the City Council, with bureau directors, making sure we had the right leaders in place, making sure we're communicating with community groups that have an interest in of policymaking. I feel that we did that.
At a macro level, it's balancing the needs of consumers, advertisers and content owners. And if you talk to any one of those three customer sets in isolation, often times you won't delight the other two. So the hurdle we faced with Hulu Plus was, how can we thread this needle in a way that delights all three customer sets?
If you work for and eventually lead a company, understand that companies have multiple stakeholders including employees, customers, business partners and the communities within which they operate.
It's an unbelievable responsibility to influence decisions, shareholder value and most important to me, people's careers and livelihoods.
In my experience, the most effective professionals in business and government have the ability to get things done. They're trained to work with multiple stakeholders, to understand how to identify a problem, devise solutions, to compromise and work well with others.
I am very confident that we will be able to convince all the stakeholders - the shareholders, the governments and the employees, that this is in their best interests.
Corporate responsibility extends not only to the customers, the resources and the workers of the present, but also to those of the future.
The mayor has got to work closely with a wide variety of people, his city council, state legislature, governor, business community, labor community, president and the congress in order to be able to do this.
If you're doing your job right, some substantial group of people [is] going to be mad at you.
You must not only focus on the consumer, but also on what it does to you internally - getting people aligned to the strategic mission of the company - what it does to the suppliers, governments, all your stakeholders.
Why not stakeholder action? There's no economic principal that says that management should be responsive to shareholders, in fact you can read in texts of business economics that they could just as well have a system in which the management is responsible to stakeholders.
I view investors as our partners and stakeholders in the company. They are trying to build financial models. What I try to focus on is helping them understand how we think.
By putting the employee first, the customer effectively comes first by default, and in the end, the shareholder comes first by default as well.
Shareholder value is a result, not a strategy . . . Your main constituencies are your employees, your customers and your products.
Creative tension is constructive. Its purpose is to bring out the very best in management so that senior executives can generate the greatest value for shareholders, stakeholders, and society at large.
When you manage your company for long-term shareholders, and you manage the company for clients, two of the biggest stakeholders, you will make the right decisions.
The comptroller of New York City ought to have all the characteristics of a major corporation's CFO - quiet rigor, obsessive care for detail, incorruptible judgment, an ability to work assiduously behind the scenes with the key stakeholders.
The way that I am, most of my time as a manager has been putting fires out and I don't enjoy dealing with chairmen and owners but I know it's part of my job.
