Ben Horowitz Quotes

When I wear the hat of management, it is important that our management behaves and conducts as management accountable to the board.

In my own experience as a C.E.O., I would find myself laying awake at 3 A.M. asking questions about my business, and there weren't management books out there that could help me.

I brought one big question with me to Harvard. Why do smart companies fail?

Nobody knows how to be a CEO. It's something you have to learn. It's a very lonely job.

I think they, Peter McCullough was, turns out was not a good CEO.

As a first-time CEO, I wasn't sure if I would scale to run IronPort long-term. But I wanted a legitimate shot at it.

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

When a management with a reputation for brilliance tackles a business with a reputation for bad economics, it is the reputation of the business that remains intact.

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

The most challenging part of being CEO is communicating to 200,000 people what you want done.

I think the most important leadership lessons I've learned have to do with understanding the context in which you are leading. Universities are places with enormously distributed authority and many different sorts of constituencies, all of whom have a stake in that institution.

I used to think my job as a CEO meant managing metrics and meeting goals, but I've realised now that's it's about managing my board and employees.

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.

Lots of folks confuse bad management with destiny.

Being a successful CEO, where I've driven a bottom line, assembled teams, driven results, that's a critical benefit to running the state government.

A big company is like trying to steer a luxury liner.

What should be the aim of management? What is their job? Quality is the responsibility of the top people. Its origin is in the boardroom. They are the ones who decide.

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 learned a lot from Jack Welch about how to run a business.

Managerial discretion can take many forms, some very subtle. Individual managers may run slack operations; they may pursue subgoals that are at variance with corporate purposes; they can engage in self-dealing.

Barbarian Management Bureau

Management always has a big influence on your success, no matter how good or how bad the business is itself.

Great leadership and great companies aren't built overnight, and they're not built without capital. And capital can sometimes be counter-productive to building a great culture.

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.

I don't think managers have the opportunity to think in terms of a long-term vision for a club.