Dilip Shanghvi Quotes

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.

[Describing her role:] It's like running a big corporation and a little country at the same time.

When you're the CEO, you take responsibility.

Leadership and management are not synonymous.

I was always fascinated by the decision-making process and the managerial process and just business in general.

Clearly, as a CEO, you have other functions that are managed by other people.

And I believe in having an administration that has clearly defined goals, objectives and time lines such that it and its people can be held accountable.

A CEO needs to build their own team.

We want to move along and make sure, both internally and externally, that people realize how the company is being run, and it's being run by a group of people now, not just me.

If I spend all of my day in the details as a CEO of a company like Wal-Mart, I think it would be trouble, because I wouldn't really be prepared to speak to the big issues that the country or the world should face.

Clearly, every company needs a leader. That's an important part of being the CEO of the company.

Board meetings should not be for the benefit of the board. They should be for the benefit of the CEO and the senior team.

In my opinion, the most important thing in governance is management control.

I have to let the general manager do what makes the most sense, or I can't hold him accountable.

As you grow as a company, you get layers and hierarchy that, in theory, should make your decisions a lot better. They get reviewed, and thoughtful people look at decision.

The execution of strategy is over to the captain and coach, as it always has been. It's the right way to go. We need clear role allocations, the coach and the captain go and execute and my job is to plan for the future.

The speed of decision making is the essence of good governance.

When I was working in the Pentagon, I had to own the recommendations I made up the chain of command.

Anyone who has actually had to take responsibility for consequences by running any kind of enterprise whether economic or academic, or even just managing a sports team is likely at some point to be chastened by either the setbacks brought on by his own mistakes or by seeing his successes followed by negative consequences that he never anticipated.

Running a business is not the same as being president of the United States.

Being a president is being a CEO, essentially.

Startups need to focus on building a foundation for their company culture early, and then they need to revisit it often. Every time a hire is made, a feature is launched, a Facebook status is updated, a press interview is given, a round of financing is raised, or a meeting is held, culture should be part of the decision-making process.

As the CEO, I have to take care of the short term, mid term and the long term.

Many corporate leaders and employees have the right intentions, but it can be overwhelming when you consider how everything is affected from leadership styles, to organizational structure, to employee engagement, to customer service an marketplace.

Management manages by making decisions and by seeing that those decisions are implemented.