Quotes from Steve Easterbrook

We're allowing technology to take out the non-value-added manual elements of the McDonald's experience.

If the pace of change outside is moving more quickly than the pace of change inside, you get a bit left behind.

As a parent, I know how difficult it can be to encourage your kids to eat well.

I take it personally when people belittle our employees and misrepresent our record as an employer.

I've never met him, but I love the simplicity with which Warren Buffett describes good and bad businesses and how he makes his investment decisions.

As you get little pockets of success, then suddenly the light bulbs go on in everyone's head, and more leaders get more confident and make more, bigger decisions, and customers respond well, and it becomes a bit of a flywheel.

Long-term sustaining growth is a minimum expectation for us.

If you don't want fries with your Happy Meal, you can switch it for a fruit bag or a portion of carrot sticks. I think that is the sign of a progressive business.

The counter is a barrier.

Our customers, system, and shareholders are best served when we direct our focus and energy towards executing against these critical customer expectations.

Customers have access to information that gives them much more control over their lives.

It is customers that decide if we succeed.

The McJob tag is misleading, and demeaning to our staff and franchisees.

Fear of decision-making is one thing I personally resist, and I'm trying to encourage others to resist as well.

I think the greatest demand actually comes from within, not from outside.

Whenever you want a radical shift, it rarely happens.

Ultimately, the bread and butter of McDonald's is delivering great service, great quality food, at affordable prices day in and day out.

We can see what works in one part of the world and one market, and we can share that knowledge and expertise with markets that are facing challenges.

The progress we have made in a short amount of time gives me confidence we're making the right moves to turn around our business and reposition McDonald's as a modern, progressive burger company.

We need to execute fewer things better.

The parents that we speak to, and the parents that are our customers, are very comfortable with the way that McDonald's fits into their lives.

When you expand a business as fast as McDonald's did, part of the strength you have is the process and the efficiency.

Consumers, when they've only got a couple of quid left in their pockets, are choosy about how they want to spend it.

When you get things right, good things happen.