A Quote by Dara Khosrowshahi
A CEO of a multinational global company can't say what to do; you've got to plant the flag.
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There is no global anthem, no global currency, no certificate of global citizenship. We pledge allegiance to one flag, and that flag is the American flag.
What do we plant when we plant a tree?
A thousand things that we daily see,
We plant the spire that out-towers the crag,
We plant the staff for our country's flag;
We plant the shade from the hot sun free,
We plant all these when we plant the tree.
The CEO is, by far, the most important decision for a company... The company is going to rise and fall with the CEO.
As the CEO of a global company I think countries are foregoing opportunities by having cabotage rules.
When I was 28, running products for a company I'd co-founded, the CEO called to say that I had a problem with the board, that I probably couldn't overcome it, that I'd have to leave the company.
Once a company develops out of its consumer base, you will often see a well-funded multinational company come in and take over that space. The black-owned company either stays a niche company or just disappears. This is something we don't want to happen.
My dream was to set up my own e-commerce company. In 1999, I gathered 18 people in my apartment and spoke to them for two hours about my vision. Everyone put their money on the table, and that got us $60,000 to start Alibaba. I wanted to have a global company, so I chose a global name.
Global cooperation - dealing with other countries, getting along with other countries - is good. It's very important. But there is no such thing as a global anthem, a global currency, or a global flag.
In a large successful company where your power base as CEO isn't all that secure, it's hard for a CEO to pursue a truly disruptive strategy.
Because one of the main jobs of a CEO is to set the vision and strategy for the company, I'm a big believer in making one of the founders the default CEO.
The Cinquecento was an engine of motivation at Fiat. It refurbished the image of the entire company. It's a symbol for the company, but it's more than that. It's a global Italian symbol, as Mini is a global British symbol and the Beetle is a global German symbol.
At some private events, we'll see the CEO of the company get up and do his 'Rock Lobster' dance. The band used to grumble that, 'All they talk about is hair and don't take us seriously,' but I've realized that what this band does the best is let loose and let people's freak flag fly.
I'm a complete globalist. I think like a global CEO. But I'm an American. I run an American company. But in order for GE to be successful in the coming years, I've gotta sell my products in every corner of the world.
I visit T-Mobile call centers. We've got about 18 major call centers in the US, and before I was CEO, I heard that no CEO had gone to physically visit them. I go in, they meet me outside, we take selfies as I stand like a piece of furniture, I tell them about how things are going - but most importantly, I say thank you and help them see that their behavior and their work has driven the culture of the company that's changed the industry and the whole world. It's a bit of a love affair.
I felt it absolutely essential that we plant the U.N. flag in Rwanda and plant it in a place of significance to show all the political entities, all the signees of the agreement and the Rwandans... that the international community were here and we're here to stay and we're going to be doing our job.
A romantic or classical view of the French approach would have been to say, 'It's a French company; let no one attack it. Let's block any merger. But the reality is Alcatel-Lucent is not a French company; it's a global company. Its main markets are China and the U.S. Its ownership is foreign; most of its managers aren't French.
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