59 Quotes by Mark V. Hurd

My objective with strategy is to be very repetitive, to be somewhat boring, to allow people to coalesce behind a common direction.

I have to put people in the right spot so that if they execute, we win.

I really don't want the best people at the highest cost.

We have, of course, all of our Oracle technologies in our cloud. But I don't think you're going to see customers wanting to deal with 50 clouds or 40 clouds or anything like that.

CIOs have to be able to lay out a clear path in concert with the business leader - I used to make the business guy responsible for the apps and force them to answer the question of why they feel they need non-standard apps when they know that's how the costs skyrocket.

CIOs have earned a strategic seat at the table, but now they've got to hold that seat - and the only way they can do that is to converse in the language of business value and business benefits and business outcomes that all align perfectly with the strategic agenda of the company.

From a productivity standpoint, you're supposed to reduce headcount on par with declining revenue. If you believe the environment isn't going to improve, you should take a bigger cut to get in front of the problems.

I've been lucky to be at companies that have been at interesting intersections at the time I've been able to run them and lead them.

I'm old, I'm used to crummy service, I'm trained to get crummy service. To me, the fact I can get through to a call centre and then hold for 15 minutes, I don't get that upset. My kids won't. They want to know the answer to their question now. As a company you have to provide an answer to that consumer.