I like being pushed.
I like being part of teams that go into things that people don't think are doing very well and getting into them to do better.
When you're a leader at any level of any scale, leaders are defined at times of crisis.
Everyone wants to lead when things are going well.
In times of crisis, you just have to bear down and lean on your own instincts and your own beliefs and make decisions.
Processes break in two ways. They break because they don't have the right checks and balances and because they don't have the right execution.
The day you feel like you've won, you need to drive out of the parking lot and not come back.
In the pros, tennis is all about individuals. In college, it's getting individuals to make points for the team.
It's important to know when your work is done.
CEOs can stay too long.
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.
When I was at Teradata, I got called a growth guy. And then when I became C.E.O. of the whole company, I got called a cost-cutter. Then, I came to H.P. and became an operations guy.
When I left HP, I thought about sitting it out for a while.
Oracle will continue to componentize all of its solutions so we can work in a heterogeneous environment.
You have got to get the strategy right; you have to get the operations right - lined up from R&D out to the field.
