Mark V. Hurd Quotes
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I really don't want the best people at the highest cost.
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There will never be a day where the depth of integration, unless it was all built from the bottom ground up, will be integrated as any of us would like.
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I have a wife who's a great mom.
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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.
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CEOs can stay too long.
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We need to temper the idea that this company has to have some earthshaking event every 15 minutes.
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Without execution, 'vision' is just another word for hallucination.
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It's tough to reenter the work force.
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There's a powerful tendency to overcomplicate the whole notion of leadership.
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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.
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I have to put people in the right spot so that if they execute, we win.
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Oracle will continue to componentize all of its solutions so we can work in a heterogeneous environment.
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When you're a leader at any level of any scale, leaders are defined at times of crisis.
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In the pros, tennis is all about individuals. In college, it's getting individuals to make points for the team.
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I know only a few ways to take market share and drive new revenue. I can engineer better products and services, I can build better relationships with my customers and deliver a higher level of service, or I can give my customers a lower price.
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I like being pushed.
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We make a significant effort at Oracle to focus the organization on making customers successful in how they deploy Oracle technology and transform their business through IT.
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My objective with strategy is to be very repetitive, to be somewhat boring, to allow people to coalesce behind a common direction.
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I have been competing against IBM my whole career. It's a good company, with good management and a good team.
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The more I use a matrix, the easier I make it to blame someone else.
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I go all over the place. I do like the ability to go around the company at different levels to find the people that have the actual answers to the question.
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My daughter's got a smartphone in her hand with roughly the same power as a mainframe circa 1982, and she's running around Beijing and wants an answer as fast as she can.
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When I left HP, I thought about sitting it out for a while.
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References drive the industry.