Too often we measure everything and understand nothing. The three most important things you need to measure in a business are customer satisfaction, employee satisfaction, and cash flow. If you’re growing customer satisfaction, your global market share is sure to grow, too. Employee satisfaction gets you productivity, quality, pride, and creativity. And cash flow is the pulse—the key vital sign of a company.

No one is doing something in your business - getting a sale, having a key customer, working on an R&D project - doing anything that's more important than something you say is going to change the company.

The operative assumption today is that someone, somewhere, has a better idea; and the operative compulsion is to find out who has that better idea, learn it, and put it into action-fast.

Focus on a few key objectives ... I only have three things to do. I have to choose the right people, allocate the right number of dollars, and transmit ideas from one division to another with the speed of light. So I'm really in the business of being the gatekeeper and the transmitter of ideas.

When the amount of change externally exceeds the amount of change internally, the end is in sight.

There's no such thing as work-life balance. There are work-life choices, and you make them, and they have consequences.

They were making a deal for a property that clearly was a property that we wanted to own, so we had to act, and act as quickly as we could, and make the offer more attractive.