The story about GE that hasn't been told is the value of an informal place. I think it's a big thought. I don't think people have ever figured out that being informal is a big deal.
On the face of it, shareholder value is the dumbest idea in the world.
Trust is enormously powerful in a corporation. People won't do their best unless they believe they'll be treated fairly. The only way I know how to create that kind of trust is by laying out your values and then walking the talk. You've got to do what you say you'll do, consistently, over time.
Shareholder value is a result, not a strategy . . . Your main constituencies are your employees, your customers and your products.
The value decade is upon us. If you can't sell a top-quality product at the world's lowest price, you're going to be out of the game.
If you get the best people on your team, you've got plenty of time to do the things you like to do and can add more value to.
Shareholder value is the result of you doing a great job, watching your share price go up, your shareholders win, and dividends increasing. What happens when you have increasing shareholder value? You're delivering better employees to their communities and they can give back. Communities are winning because employees are involved in mentoring and all these other things. Customers are winning because you're providing them new products.
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