A Quote by Shiv Nadar

In large companies, the CEO is very distant from operations. — © Shiv Nadar
In large companies, the CEO is very distant from operations.
Chinese companies - telecommunications and technology companies - are some of the best internationally. Taobao, WeChat, Huawei - not only are they large companies, but they're also very technologically advanced.
We compete with very large companies. These are companies like Walmart and Target and Kroger and some very successful digital companies like eBay and Etsy and Wayfair, and we don't have the ability to raise prices in any kind of unfettered way.
Another thing I've observed is how critical the role of the CEO is when a technology truly is disruptive. In looking back on companies that have successfully launched independent disruptive business units, the CEO always had a foot in both camps. Never have they succeeded when they spin something off in order to get it off the CEO's agenda. The CEOs that did this had extraordinary personal self-confidence, and almost always they were the founders of the companies.
At 25, I made many companies. I was thinking more like a businessman or entrepreneur than a CEO. I created many companies, small companies, medium companies. I tried to be involved in many kinds of activities, in finance, in real estate, in mining.
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.
One of the big failures for the big auto companies is that even the CEO and the top management often don't understand design and manufacturing. As a CEO, you have to make decisions; you need to have knowledge.
I think I give myself high marks being an entrepreneur and entrepreneuring a big idea about how popular social gaming could be. But I learned a lot of hard lessons on the CEO front... and do not give myself very high marks as a CEO of a large-scale company.
MBA programs are underwritten by large companies and they succeed at producing future employees of large companies. In that regard, they are doing exactly what they are supposed to be doing.
I believe companies like ours are going to be as large as media companies and social networking companies that are valued in the tens of billions of dollars.
When there were not very many Internet companies, the supply of Internet companies to the market was small and the appetite for them was large. Therefore, if you were in the business of creating Internet companies in 1996-98, you had a market that provided massive demand for that.
Companies that are successful, it starts with the CEO and starts with the CEO's priorities.
The breadth and scale of the capabilities we provide end-to-end across strategy, consulting, digital, technology, and operations are absolutely unique in the marketplace. And this is why Accenture remains the partner of choice for the world's leading companies in executing large-scale transformation programs.
The best talent in the venture industry doesn't work in large companies and won't work in large companies.
Photos tend to organize chaos, to define what we're doing here. It is essential that individuals' voices depict the world around us, as we are increasingly controlled by large institutions, large companies and large systems.
The companies sending Alabama-made products to markets across the world are not just large, multinational companies, but also small and medium-sized companies located in communities across the state.
I think the rise of A.I. is bigger than the rise of mobile. Large companies are sometimes as worried about startups as startups are about large companies. Ultimately, it will be about who delivers the best service or product.
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