A lot of companies have chosen to downsize, and maybe that was the right thing for them. We chose a different path. Our belief was that if we kept putting great products in front of customers, they would continue to open their wallets.
The best CEOs I know are teachers, and at the core of what they teach is strategy.
When you innovate, you've got to be prepared for everyone telling you you're nuts.
Today we have a health insurance industry where the first and foremost goal is to maximize profits for shareholders and CEOs, not to cover patients who have fallen ill or to compensate doctors and hospitals for their services. It is an industry that is increasingly concentrated and where Americans are paying more to receive less.
I was forced to be an artist and a CEO from the beginning, so I was forced to be like a businessman because when I was trying to get a record deal, it was so hard to get a record deal on my own that it was either give up or create my own company.
You don't learn to walk by following rules. You learn by doing, and by falling over.
Excuses are useless. Results are priceless.
Your time is limited, so don't waste it living someone else's life.
Employees who believe that management is concerned about them as a whole person - not just an employee - are more productive, more satisfied, more fulfilled. Satisfied employees mean satisfied customers, which leads to profitability.
Twenty years ago, you might have been pessimistic and said there's no hope. But these days, some of our very biggest companies are acting remarkably cleanly. And in some cases, although not all cases, the CEOs are the driving forces behind that.
The important word there is inspire. The key difference between managers and leaders is that managers tell people what to do, while leaders inspire them to do it. Inspiration comes from three things: clarity of one's vision, courage of their conviction and the ability to effectively communicate both of those things.
Don't worry about failure; you only have to be right once.
The chief strategist of an organization has to be the leader - the CEO.
I didn't see it then, but it turned out that getting fired from Apple was the best thing that could have ever happened to me. The heaviness of being successful was replaced by the lightness of being a beginner again, less sure about everything. It freed me to enter one of the most creative periods of my life.
They want more production and they want it cheaper. But no matter what happens, the creative idea will be perpetuated by somebody who comes up with a vision. I don't care if there are three CEOs - it takes one guy with an idea.
Michael Eisner let it be known last week that he had no intention of leaving the entertainment business once he steps down as CEO of Disney in October.
I don't understand why people whose entire lives or their corporate success depends on communication, and yet they are led on occasion by CEOs who cannot talk their way out of a paper bag and don't care to.
It could happen to anyone when you get hired by a different president. There's a difference in philosophies. It happens. It's a change in CEOs. They have their own people, their own philosophies, and it's different than what Bob stands for.
I became CEO at the beginning of the hit on old economy stocks. When something like that occurs in your first six months as a CEO of a more traditional branded firm, it makes for a fast learning curve.
I don't hold myself out as a role model. I don't believe that everyone should make the same choices; that everyone has to want to be a CEO, or everyone should want to be a work-at-home mother. I want everyone to be able to choose. But I want us to be able to choose unencumbered by gender choosing for us.
In 2000, when my partner Ben Horowitz was CEO of the first cloud computing company, Loudcloud, the cost of a customer running a basic Internet application was approximately $150,000 a month.
I'm in a different position than most CEO's. I'm a founder. I'm not a hired CEO. Now, I can be fired by the board, but most CEO's are hired by the board.
No CEO ever says, 'Damnit, we need to increase research!' I want to encourage them to do that.
Leadership is hard to define and good leadership even harder. But if you can get people to follow you to the ends of the earth, you are a great leader.
I knew that if I failed I wouldn't regret that, but I knew the one thing I might regret is not trying.
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