Quotes by Angela Ahrendts With Free Shareable Pictures

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Wikipedia Summary for Angela Ahrendts

Angela Jean Ahrendts, DBE (born June 7, 1960) is an American businesswoman who was previously the senior vice president of retail at Apple Inc. She was the CEO of Burberry from 2006 to 2014. Ahrendts left Burberry to join Apple in 2014. Ahrendts was ranked 25th in Forbes' 2015 list of the most powerful women in the world, 9th most powerful woman in the U.K. in the BBC Radio 4 Woman's Hour 100 Power List, and 29th in Fortune's 2014 list of the world's most powerful women in business. She was also a member of the UK's Prime Minister's business advisory council until it was disbanded in 2016.

Whether it's countries or companies, it's about putting the best person in the job who can unite people and create value.

In an era of social everything, we want to spark possibility and opportunity in the creative arts, in real life, person to person.

Technology has given us access to the world and its sea of content, allowing us to never speak to another person if we don't want to.

I've never gone to the Oscars because I can't afford another week away. It is not more important than my husband. It is not more important than my kids.

For any CEO that is skeptical at all: you have to create a social enterprise today!

I'm not shy, but I have a job to do. I don't need the notoriety.

Work has never really been work for me. It's been a natural extension of my life.

In luxury, ubiquity will kill you -- it means you're not really luxury anymore.

All I have are my instincts. They've never failed me.

Trust your instincts and emotions.

I have learned to feel my way through life, personally and professionally.

It is not about gender, it is about experience, leadership, and vision.

At their core, an influencer creates an empowering human connection.

Part of me is very entrepreneurial.

I'm from a small farm town in Indiana!

Great design alone isn't going to yield the results investors are expecting.

An influencer, to me, is someone who shares their journey -- the ups and downs -- and their approach to their craft or the spark that ignites a new interest allowing people to do more and go further.

At Apple, we believe that people with passion can change the world.

The main objective -- our soul is our people. And our job is to enrich their lives, change the world. And so I think that's the bigger pressure you put on yourself.

I don't believe that if you are going to build a long-term, sustainable brand that you can chop up every component part and expect everyone to have a perfect PandL.

When I became the CEO of Burberry in July 2006, luxury was one of the fastest-growing sectors in the world.

To any CEO who's skeptical at all, you have to create a social enterprise today; you have to be totally connected with everyone who touches your brand.

We cherish right and we cherish left, but more important, we cherish when you are able to use the whole mind that you were born with.

Burberry was about building a relationship. But it was always about selling an amazing product that you would have forever. Apple is just a deeper relationship with a much broader constituency. Because it's everybody.

Ask questions; don't make assumptions.

When you have trust and you get that trust in place throughout the company, people are empowered -- people are free.

I always say that my job is not to think about today. My job is to look around the corner and feel and see what's coming, and then warn everybody else.

The more technologically advanced our society becomes, the more we need to go back to the basic fundamentals of human communication.

I don't care how advanced technology gets. I don't think that there's anything that can replace looking someone in the eyes, touching their hand, you know?

It's no longer possible to think of the physical and digital as two different worlds.

The luxury customer is increasingly global and increasingly mobile. Their brand journey is not linear. They might browse online and purchase in store, or vice versa.

I think when you're empathetic, you're putting yourself in somebody else's shoes, right? It's not about you.

At some point in your career, maybe you, too, have made the life-altering decision to start anew. If so, you know first-hand how exciting, challenging, and sometimes disorienting the first 30, 60, 90 days can be.

The sign of a great leader is knowing what you know and knowing what you don't know.

We're building a lifelong relationship with people, and every great relationship has to be built on trust.

The experience would be that a customer would have total access to Burberry across any device, anywhere, and they would get exactly the same feeling of the brand, feeling of the culture, regardless of where, when, how they were accessing the brand.

We have always said actually this isn't about money, it's not about price. This can be an experience. It doesn't have to be about buying something.

I don't want to be a great executive without being a great mom and a great wife. I don't want to look back and say I wish I had done things differently.

Our greatest weakness is lack of self-confidence.

I got my MBA at Burberry, but I will get my PhD at Apple.

My father smoked cigars his whole life, and my husband once in a while does. And when he does, it reminds me of my father. It's a heartwarming thing.

I don't think malls are going to go away. People still need somewhere to go, but they do have to evolve.

From the store windows, the store touch-points, the website, social media, or a magazine, it has to be one pure customer experience, not just to gain market share but to gain mind share.

We always said if we were going to target a millennial consumer, then we had to do it in their mother tongue, which is digital.

I have learned to listen and to hone my instincts to be perceptive and be receptive to change, to constantly live in ambiguity.

The purer our message, the more compelling it is to consumers.

People talk about the age and positioning of a brand, but hell, it's not about that. The global language is digital, and we need to speak the language.

I was raised in a small town in Indiana and educated at Ball State University.

Great brands and great businesses have to be great storytellers, too. We have to tell stories -- emotive, compelling stories -- and even more so because we're nonfiction.

Think of energy almost like emotional electricity. It has a powerful way of uniting ordinary people, their connected spirit, to do extraordinary things.

Remember -- the universal language is not texted, emailed, or spoken. It is felt.

It's not unusual for a luxury company to be born from a single product and then diversify. Louis Vuitton began with luggage, and Gucci with leather goods.

I know it might sound weird, but empathy is one of the greatest creators of energy. It's counterintuitive because it's selfless.

You have to create a consistent brand experience however and wherever a customer touches your brand, online or offline. The lines are forever blurred.

I have always admired the innovation and impact Apple products and services have on people's lives and hope in some small way I can help contribute to the company's continued success and leadership in changing the world.

The basis for all human relationships and where we derive our greatest strength and power, trust is single-handedly the most powerful source of positive energy and, once in place, unlocks a freedom and peace to explore.

Unless I can come in in the morning and smile, walk in the lobby and say, 'Good morning!' -- if I am stressed -- I am not going to do a good job. Everybody is watching us. They are feeding off of our energy.

If you aren't building a social enterprise, I don't know what your business model will be in 5 years.

In China, you've got six people buying for one child. But the thing is, you've got the largest rising upper-middle class in the world.

Just because you're a luxury brand doesn't mean you have to have an attitude.

I hadn't grown up always aspiring to be a CEO.

I don't want to be a great chief executive without being a great mum and a great wife.

I'm nearly always at home at the weekends; that's important for every working woman today, not just me. I don't encourage people to come in at the weekend and work; I encourage people to go home and create great families.

You're going to see relationships with technology across anything that's brand. I don't care if that's in home or what you wear. I just think it's a new fact of life.

Store windows are like landing pages on the website.

It is one of the most important parts of my job, showing that you can't do it all.

The thing is, I don't want to be sold to when I walk into a store. I want to be welcomed.

Forget luxury; as a great company you have to keep evolving.

I think if I'm guilty of anything, I'm guilty of always being incredibly focused on the task at hand. So wherever I've worked, I've just always tried to do my best, achieve my best, build a great team around me.

You have to realise that I am the third out of six children, and I am raised with very strong core values and a very strong upbringing. I always put myself in other people's shoes.

I don't want to be a great executive without being a great mum and a great wife. I don't want to look back and say I wish I had done things differently. 'Balance' is a really big word for me.

I work through teams. It's the only way I know how to work.

Intuition is the wisdom formed by feeling and instinct -- a gift of knowing without reasoning... Belief is ignited by hope and supported by facts and evidence -- it builds alignment and creates confidence. Belief is what sets energy in motion and creates the success that breeds more success.

Everyone talks about building a relationship with your customer. I think you build one with your employees first.

Everyone in the world should have a trench coat, and there should be a trench coat for everyone in the world. It does not matter your age; it doesn't matter your gender.

I grew up in a physical world, and I speak English. The next generation is growing up in a digital world, and they speak social.

I am not in favour of quotas. Just put the best person into the job. It is not about gender; it is about experience, leadership and vision.

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