Gerard Arpey Quotes

I'm the ninth CEO of IBM. Every one of my predecessors has steered through a technological shift, and every one left the company in a better position than the person before them and prepared this company with a very strong balance sheet to allow it to continue to invest for the next shift.

I am the CEO of HCL Corporation, and, of course, a large part of my time does get spent in HCL Corporation, whether it is in actively managing our investments or perhaps even the governance and accountability and really seeing the strategic direction forward for HCL Corporation.

As a former member of JWA's management team, and more recently as a director, I am delighted to have the opportunity now to take the reins of leadership of the company. I look forward to working with JWA's management team to chart the course and execute the plan to further strengthen and broaden JWA's leading product franchises.

Somebody asked me 'what's the job of a CEO', and there's a number of things a CEO does. What you mostly do is articulate the vision, develop the strategy, and you gotta hire people to fit the culture. If you do those three things, you basically have a company. And that company will hopefully be successful, if you have the right vision, the right strategy, and good people.

Every employee in a company depends on the C.E.O. to make fast, high-quality decisions.

You can't run a company simply by the numbers. So if you're going to bet on someone, you bet on someone you want to be in business with for a long time.

The question was, in a sense, at Princeton Review, how much value was I adding as a public company CEO. I was adding less than other people might've... I think you want to move on when you've given your best work and then feel that you're not going to add as much value moving forward.

I'm on the Business Roundtable, the CEOs of the largest 100-odd companies in the country. Most of these people wanted very much to be the CEO of a large public company but realize that it's not exactly what they had anticipated, for lots of reasons. One is competition has gotten a lot worse, and more global.

CEOs resign when the internal dynamics of the company and the external dynamics of the company actually come together to say it is appropriate. When the internal dynamics ask you whether you have a replacement. I think the transition from CEOships have also become cartoonish.

When I was president of the company, I said, 'Okay, I can do this - piece of cake.' Then when you are the CEO, the responsibilities multiply enormously because you worry about everything.

I find myself using the word 'executives' now.

I know I should not be a hindrance to SoftBank's future growth and that I need to pass on the baton to the younger generation.

Look first at management. That's the key to a company.

SK will evolve and develop based on its corporate culture and human resources.

I am fully supportive of the strategy and leadership team at Valeant.

I think running Apple is a great job, but it suits Steve Jobs so well. I wouldn't want to be the person that ran Apple after Steve, but he has a great job.

My role is more like a chairman and founder. I am used to overseeing the company's heritage and our strategy.

HartBeat Productions is a company established by me; it's mine. I run it. I have employees.

I do not want to be a long-term CEO.

I would expect the family would continue to play a critical role in leading Fidelity. However, the company does not necessarily have to be run day-to-day by a family member. It will be run by the person who is determined to have the right skills and chemistry.

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

Obviously I've got a great team of people within the company. You can't operate all by yourself. We have a good board of directors and a big bench, and they can make decisions if I'm not around.

I think the greatest CEOs in the United States, business, anyway, are the ones you don't hear too much about.

The lesson is that, No. 1, this management has to be at the highest class possible. No. 2, they have to have a succession plan.

As the leadership team, we're taking bold and decisive action to evolve our organization and culture. This includes difficult steps, but they are necessary to position Microsoft for future growth and industry leadership.