A Quote by Paul Allen

In a company where tech decisions were still ultracentralized, the repercussions of a distracted CEO had to be damaging. — © Paul Allen
In a company where tech decisions were still ultracentralized, the repercussions of a distracted CEO had to be damaging.
As soon as you acknowledge that we're changing the planet on this scale, that it has very potentially massive repercussions and very damaging repercussions, then the next question is okay, what are we going to do about it?
You learn really quickly how not only to be an artist, but you also become all of a sudden the CEO and owners of a company that you have to make major decisions about that I don't think we were fully prepared for in the beginning.
The United States has made serious mistakes in the conduct of its foreign affairs, which have had unfortunate repercussions long after the decisions were taken.
I think that when we talk about the regulators and the politicians, the economic consequences of bad decisions back in '08, you know, were devastating, and they had repercussions throughout the world.
The CEO is, by far, the most important decision for a company... The company is going to rise and fall with the CEO.
By the time I stepped down as Xerox's CEO in 2009 - and as chairman in January 2010 - Xerox had become the vibrant, profitable and revitalized company that it still is today. What made the difference was a strong turnaround plan, dedicated people and a firm commitment from company leaders.
I was always making decisions and they were easier decisions because I had control of the game, I had control of the ball. As a coach you sort of put the ball in other player's hands and let them make decisions for you. But I still get a kick out of winning basketball games and that's what I'm in this for.
Never negotiate with kids. They don't have life experience, and they don't have repercussions for bad decisions; they still get fed and housed.
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.
Starting a company in San Francisco when we did usually meant it was destined to be a data-driven tech company. But that didn't seem to fully encompass what we wanted with Airbnb. When we tried looking through a tech lens, it didn't work. The humanity was missing.
I argue that once it became clear that the most important function of the CEO was to develop and enact the corporate strategy, that often had the effect of distancing him from people below him in the organization. It also encouraged the idea that if a CEO were a great strategist for a company in one industry, he would probably be a great strategist in another industry. And that usually hasn't proved to be the case.
Paul Otellini, the former CEO of Intel, I worked with while I was still with VMware. I knew Ram Shriram through the tech industry.
I was working with an extraordinarily successful company that was doing a CEO succession, and the board was discussing the threats to the business. They were enormous, despite the company's strong market position. I then realized that there were no longer just turn-around periods for companies in trouble, that now variables that could drastically effect any business's profitability were not going to go away.
I guess I always had made some assumptions about what it would be like to work in a tech company, and some were right, and some were wrong. I had a lot of, looking back on it, now naive ideas about how companies build their brands, and a lot of those notions I ended up realizing were kind of wrong.
I guess for me, I keep saying the words 'consumer electronics,' 'consumer tech' - the biggest purchase decisions people make a lot of times are the phones they buy and the tech they buy. To be able to influence other people's decisions on that front is pretty game changing.
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.
This site uses cookies to ensure you get the best experience. More info...
Got it!