A Quote by Denise Morrison

I've been preparing to run a big company all my life. — © Denise Morrison
I've been preparing to run a big company all my life.
You know, I'm behind my company. My company has been a big part of my life. And it's not that I been buying a company or that my father bought a company and tried to do something out of it. You know, it's not the same thing. It's my name, it's my company, it's my signature.
I learnt earlier on that If you can run one company.You can really run any company.A company is all about finding the right people and inspiring those people,drawing out the best in people
Maybe in this Star Wars world maybe subconsciously I was preparing myself. But I've just found all of my ideas I've been coming up with are big sci-fi things, and I wanted to do a big epic, a big space opera, and this is it. This is mine.
I have never run a public company. I spent my entire life working for a private company.
I was a big sports fan, and I had been closely monitoring Hank Aaron's home run totals since I was a kid playing on the sandlot adjacent to the Foundry and Machine Company in Batavia, Illinois.
Someone needs to remind American CEOs that if you can't run a company that is innovative, financially sound and doesn't poison the rest of us, You can't run a company.
It helps to have founded and run a company if you're going to help somebody run a company who is a founder.
In a large pharmaceutical company, where it's a big bet, you're going to need finance people to be involved in the decision-making because the investment can run into the hundreds of millions of dollars. You're going to have to run scenarios. You might even need agreement from the C.E.O. to make that type of decision. If it's an incremental, low-cost decision in a marketing-oriented company, it may be a very different set of stakeholders a lot further down in the organization.
I can't run a company... I can't even run my own life!
You cannot be in charge of a family and run a big company.
In all my life, I've been trained that when there's a big problem, you run toward it.
The work I've been putting in, I've kind of just been preparing myself for every situation. I've been doing a lot of off-the-ball shooting, catch-and-shoot shots. And preparing myself to play on the ball as well.
If I had gone to a big company, it would have been very difficult for me to do research freely. At a big company, say Sony, there are very, very good researchers. So I would have to ask them what I could do.
Oil wells never really run dry. A big company will drain maybe 40% of a field. Pulling out the rest of the oil, which requires an outlay of incrementally more cash per barrel, often proves uneconomical for big companies with big overheads.
At Travelers, we were much more opportunistic. It was very successful, but it wasn't an integrated financial services company. We had a property casualty company, a life company, a brokerage company. We were a financial conglomerate. It wasn't a unified, coordinated strategy of any sort. When it merged with Citi, that became a big issue; Citi, at that time, wasn't yet a fully integrated, coordinated company.
The United States is like a big company, and we need a CEO to run it.
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