American - Businessman | November 4, 1941 -
Be willing to step outside your comfort zone once in a while; take the risks in life that seem worth taking. The ride might not be as predictable if you'd just planted your feet and stayed put, but it will be a heck of a lot more interesting.
Edward Whitacre, Jr.
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When I went into GM there was a lack of morale. The company had gone bankrupt and the people who worked there were embarrassed. Underneath all of, though, there was a will to show what they were capable of, but nobody knew exactly what to do.
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This merger is a logical next step that creates substantial value for customers and stockholders of both AT&T and BellSouth. It will benefit customers through new services and expanded service capabilities.
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Find your passion is in life, and do what you can to integrate that into your work life. That's not to say you won't have occasional frustrations in your job - that just goes with the territory - but at least you'll feel better inside, and that, over time, will mean more to you than you might think.
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I've been accused many times of not talking very much, but I guess I don't believe in talking things to death. You can talk too much on most anything and it stops being productive. There is a time for action. Eventually you have to pull the trigger.
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No partnership between two independent companies, no matter how well run, can match the speed, effectiveness, responsiveness and efficiency of a solely owned company.
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I'm a pretty average guy and want to keep a low profile. I don't want the world necessarily to know about me.
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When I got to GM they were using a matrix method of management which means everybody has more than one boss. I first heard about that system many years ago. It's supposed to help with collaboration, but my assessment is that it's pretty hard to get geared for action that way.
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TARP is funded by taxpayers, so there are many rules about how that money can and can't be used. The result: GM spends an awful lot of time checking in with the people who administer TARP over everything from hiring to executive compensation and management. For a global company, that adds up to a lot of distraction.
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At AT&T, I learned an awful lot about people, and how important it is to have the right people in the right jobs. And when I say 'right people,' I'm not talking about their college degree or work history; I'm talking about things like bearing - How does this person interact with other people? Can he or she talk to you and not tick you off?
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I don't know anything about cars. A business is a business, and I think I can learn about cars. I'm not that old, and I think the business principles are the same.
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I am honored to be able to serve GM at this critical juncture and take part in its reinvention.
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