A Quote by Cathy Engelbert

My becoming the CEO is a testament to our long commitment to diversity inclusion. And I intend to really focus and really pay that forward for our future diverse leaders at Deloitte.
What's important about my election into the CEO role at Deloitte is to provide a role model for the next generation of diverse leaders at Deloitte.
Our commitment to integrity, our commitment to diversity and inclusion, to respecting our teammates - that's what makes this business work.
Being the first female CEO of one of the Big Four, I certainly intend to pay it forward.
Accenture has long been a champion of inclusion and diversity and, specifically, gender balance at every level of our organization, including our board of directors.
Diversity requires commitment. Achieving the superior performance diversity can produce needs further action - most notably, a commitment to develop a culture of inclusion. People do not just need to be different, they need to be fully involved and feel their voices are heard.
Lots of companies don’t succeed over time. What do they fundamentally do wrong? They usually miss the future. I try to focus on that: What is the future really going to be? And how do we create it? And how do we power our organization to really focus on that and really drive it at a high rate? When I was working on Android, I felt guilty. It wasn’t what we were working on, it was a start-up, and I felt guilty. That was stupid! It was the future.
I didn't aspire to be the CEO of Deloitte, but I aspired to be a leader in Deloitte.
I have an unwavering commitment to inclusion and diversity.
Excellence matters, and technology advances so fast that the potential for improvement is tremendous. So, since becoming CEO again, I've pushed hard to increase our velocity, improve our execution, and focus on the big bets that will make a difference in the world.
To my mind, you cannot speak about the need for leadership within our communities without being prepared to take on responsibility yourself. It's not enough to point the finger at those who have let us down and to expect others to come forward and fix our problems. Nor can anyone afford to call themselves a leader unless they truly have the interests of our community at heart. Too many people like to think they are leaders and too many are identified by the media as leaders who are not really leaders at all.
Deloitte Catalyst is enabling Deloitte and our clients to more easily tap the power of innovation.
I'm deeply honored to lead Deloitte. I look forward to collaborating with all our people to continue to lead our profession in quality and innovation. Together, we make an impact that matters every day for our clients, the capital markets, communities, and society.
Deloitte University is really about leadership development. Our people love it!
Endless data show that diverse teams make better decisions. We are building products that people with very diverse backgrounds use, and I think we all want our company makeup to reflect the makeup of the people who use our products. That's not true of any industry really, and we have a long way to go.
As I travel around the world, it's fascinating; European leaders, Asian leaders, they all say to me, America is actually poised to be the world leader for another century - if we can fix some of this political dysfunction. ... We've got a lot of national security challenges, but if we get our economy together, and if we can get our political system to work well, I am really confident about our future.
I want to leave Accenture better than I found it. I am focused on investing our people, our community and effective diversity and inclusion initiatives.
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