A Quote by Whitney Tilson

Well-managed companies with independent boards have nothing to fear from activist shareholders. — © Whitney Tilson
Well-managed companies with independent boards have nothing to fear from activist shareholders.
Companies, to date, have often used the excuse that they are only beholden to their shareholders, but we need shareholders to think of themselves as stakeholders in the well being of society as well.
Shareholders are sort of like cats; they get herded around, and they follow the leader. With the exception of a few activist shareholders, there are a very rare number of big, important, influential shareholders that like to step up and say there's a problem here, especially when they're making money.
I don't believe in quotas for quotas sake, but I think companies without any women on their boards should write to their shareholders and explain why - explain how many women they've interviewed, why they haven't taken anybody on.
With less competition to fear, companies are emboldened to raise their mark-ups and profits. That lifts share prices and thus the wealth of already wealthy shareholders.
What distinguishes exemplary boards is that they are robust, effective social systems . . .The highest performing companies have extremely contentious boards that regard dissent as an obligation and that treat no subject as undiscussable.
I am convinced that companies should put staff first, customers second and shareholders third - ultimately that's in the best interest of customers and shareholders.
We're long past having to defend or explain why women should be on boards, given all the data that shows how companies with female as well as male directors perform better. It's unfortunate when companies with a large percentage of women constituents don't reflect that in their boardrooms.
In the age of activism that is clearly not going away, it would seem that some form of engagement from directors with shareholders - rather than directors simply taking their cues from management - would go a long way toward helping boards work on behalf of all shareholders rather just the most vocal.
Change is a process which has to be managed. If it's managed and managed well in the interest of the nation and the people, the likelihood is that it will end well.
A great fear, when it is ill-managed, is the parent of superstition; but a discreet and well-guided fear produces religion.
In a couple of years, the Chinese will be seen as regular participants in international industry. Their companies have to report to shareholders as well as to the Chinese authorities. They need to make money, they have to be efficient.
... Our first priority should be the people who work for the companies, then the customers, then the shareholders. Because if the staff are motivated then the customers will be happy, and the shareholders will then benefit through the company's success.
The 1960s and 1970s were the real years for independent film, because they were really independent. Plus, there were hundreds of distributors. There were all these companies that basically did exploitation, but they were independent. Now, there are very few independent distributors.
Companies that grow for the sake of growth or that expand into areas outside their core business strategy often stumble. On the other hand, companies that build scale for the benefit of their customers and shareholders more often succeed over time.
My office in Milan is in an old factory. I have all my companies here, including Italia Independent and Independent Ideas.
The evidence seems clear that those business which actively serve their many constitutencies in creative, morally thoughtful ways also, over the long run, serve their shareholders best. Companies do, infact, do well by doing good.
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