A Quote by Elaine Chao

Activist shareholder resolutions do not have to pass to succeed. The process itself can be so injurious to a company that management will cave to demands. — © Elaine Chao
Activist shareholder resolutions do not have to pass to succeed. The process itself can be so injurious to a company that management will cave to demands.
We actually distribute using AirBnB because they're the vacation management company and they distribute us, which is why AirBnB is also a small shareholder in our company.
Theatre is very much concerned with the society, with the social situation... A theatre piece of itself, demands a confrontation with the audience. It demands that you connect with people; it demands a collective and social effort with the company and later with the audience.
Shareholder activism is not a privilege - it is a right and a responsibility. When we invest in a company, we own part of that company and we are partly responsible for how that company progresses. If we believe there is something going wrong with the company, then we, as shareholders, must become active and vocal.
Marketing automation is the technology that propels your business into a new era of relationship based marketing with quantifiable results. When powerful technology meets effective implementation and internal process management, your company will soon find itself on a journey that leads to new heights of business success.
The impresario function is about intervening with the company's more administrative management structure. It is about trying to establish a sense of boundaries and budgets and milestones and so forth on a project that does not necessarily lend itself to milestones. It is about translating between the intimate interior environment of the creative work team and the company's need to make money. And finally, it is about positioning the fruits of the creative process in the marketplace and selling them.
The purposes of the United States should not be doubted. The Security Council resolutions will be enforced - the just demands of peace and security will be met - or action will be unavoidable. And a regime that has lost its legitimacy will also lose its power.
Here's where I'm different from a senator. We pass continuing resolutions. We pass appropriations bills.
The management of creativity is more intimate. By that I mean that it deals with an individual's personal, psychological landscape. It deals with the way you create relationships. It deals with creating an atmosphere and environment that support the creative process. As a result, it is a management skill set that is inherently psychological and that encourages desired outcomes rather than demands those outcomes.
And I've tried to give us a higher profile. Typically, at a board meeting, we'd pass resolutions about the civil-rights issue of the day, but we'd never tell anyone. So I've instituted a policy of announcing our resolutions at the end of our meetings.
The system concedes nothing without demand, for it formulates its very method of operation on the basis that the ignorant will learn to know, the child will grow into an adult and therefore demands will begin to be made. It gears itself to resist demands in whatever way it sees fit.
I begin by looking for megatrends, changes in the world that will create major new demands. My goal is to create a company that can be there to meet those demands.
I resolve never to make any resolutions because all resolutions are restrictions for the future. All resolutions are imprisonments.
We inherited these principles and these freedoms and we here highly resolve that we shall pass them on, as we will pass on an undivided Republic purged of racism and slavery, to our descendants. The popgun discharges of a few pathetic sectarians and crackpot revisionists are negligible, and will be drowned by the mounting chorus that demands: 'Mr Jefferson! BUILD UP THAT WALL'.
I believe that management should focus on two particular areas. One is Gemba (shop floor) and the other is customer (not the shareholder).
People believe that management consultants are mostly useless parasites. Up until about 1980 it was consultants more than anyone else who came up with the critical concepts behind strategy. The history of strategy suggests there are lots of things consultants can do for a company that the company can't typically do for itself.
The flesh-eating cockroaches and venomous centipedes in the Gomantong cave in Borneo were pretty unsavoury. They turn the floor of the cave, which is itself the world's largest pile of bird and bat poo, into a seething mass of invertebrate horror!
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