Quotes About Executives

Stephane Richard is far more attuned to the market than Didier Lombard.

Over a period of time, if you have a successful show, then you have a devoted audience. I feel you owe something to them. That goes for everybody - writers, camera operators, actors, studio executives, etc. Sadly, I've realized it's a responsibility that very few people live up to.

In the subprime mortgage industry, bankers handed out iffy loans like candy at a parade because such loans meant revenue and, hence, bonuses for executives in the here-and-now.

In another time, another world, each studio made 200 movies a year and had 20 executives. Today, a studio makes less than 20 movies a year and has 500 executives. They own too many parking decks and too many billboard companies. They're awash in overhead, and it's pinning them down, and they know it.

We invited HP executives to participate in the management and in the board. HCL had this concept of corporate officers since inception in 1999. We had a remuneration committee. Now everyone is talking about nomination and remuneration committee. We had this from 1999.

Many tech company execs who visit to pitch products take time to peruse the shelves and exclaim upon various devices they owned in younger days.

Every year in China, Internet executives are officially rewarded for their 'patriotism.'

And the inner dynamics of Hollywood are like politics. Say you give a script to a group of executives - they all sit around, afraid to voice an opinion, saying nothing, waiting to know what the consensus is. Just like focus groups, opinion polls or a cabinet.

Executives are waking up to realize that they can do a lot better, save money, make better decisions if they optimize and start thinking geographically and have a location strategy.

Marketing executives like big budgets, as big budgets make it easier to grow the top line.

Studio execs were like, ''Lord of the Rings!' People want to see sword-and-dragon-type things!' No, people just want to see great stories. Hollywood always takes the wrong lesson from successes.

The role of a board of directors is to be a sounding board for the vision of the company - to hold executives accountable in executing that vision and to ensure a management succession plan is in place.

After coming toward the completion of Queen Sugar,' I had the opportunity to speak with the executives and head writers at Days of our Lives.'

Twitter could save a lot of money by writing its executives' names on their doors with pencil instead of fancy placards. Like an episode of 'Suits,' Twitter execs come, go, change jobs and disappear under black clouds every few minutes. Office administration costs must be astronomical!

It's not reasonable for companies that have chief executives and board members who are paid very considerable sums to subsidise low pay through in-work benefits.

The genius of the United States is not best or most in its executives or legislatures, nor in its ambassadors or authors or colleges, or churches, or parlors, nor even in its newspapers or inventors, but always most in the common people.

When it comes to politics, "the facts far exceed our curiosity." "...A few executives here and there read them. The rest of us ignore them for the good and sufficient reason that we have other things to do....

anxious executives continued to exploit what had made the company successful in the first place and avoided exploring new innovations and growth. That kind of exploit-over-explore outlook is likely to leave the company larder bare of new products and put it at risk of becoming the next Blockbuster, Polaroid, or Compaq

The wide confidence interval is a confession of ignorance, which is not socially acceptable for someone who is paid to be knowledgeable in financial matters. Even if they knew how little they know, the executives would be penalized for admitting it. President Truman famously asked for a "one-armed economist" who would take a clear stand; he was sick and tired of economists who kept saying, "On the other hand…

The principle of independent judgments (and decorrelated errors) has immediate applications for the conduct of meetings, an activity in which executives in organizations spend a great deal of their working days. A simple rule can help: before an issue is discussed, all members of the committee should be asked to write a very brief summary of their position.

The wide confidence interval is a confession of ignorance, which is not socially acceptable for someone who is paid to be knowledgeable in financial matters. Even if they knew how little they know, the executives would be penalized for admitting it.

Organizations face the challenge of controlling the tendency of executives competing for resources to present overly optimistic plans. A well-run organization will reward planners for precise execution and penalize them for failing to anticipate difficulties, and for failing to allow for difficulties that they could not have anticipated—the unknown unknowns.

Matters of judgment differ from matters of opinion or taste, in which unresolved differences are entirely acceptable. The insurance executives who were shocked by the result of the noise audit would have no problem if claims adjusters were sharply divided over the relative merits of the Beatles and the Rolling Stones, or of salmon and tuna.

The principle of independent judgments (and decorrelated errors) has immediate applications for the conduct of meetings, an activity in which executives in organizations spend a great deal of their working days.