I spend my time being a retailer, not an economist.
— Mike Duke
I was always intrigued when I was growing up, and then in engineering school, with the idea of a perpetual machine. I think of the Wal-Mart culture as that.
I do spend really focused time with my wife, my kids, grandkids, and so when I'm doing something or on a golf course, work has stopped. I'm not always thinking and working... I think a leader has to really be a balanced, whole and healthy person personally in order to be the best leader on the job.
I usually get up between 5:30 and 6. The good news in Bentonville, Arkansas, is I can be in the office seven minutes later. I like to get in, work on e-mails and catch up.
I'm still very bullish on emerging markets. There's an emerging middle class. They're a growing group of customers. And frankly, they want Walmart. They want everyday low price. And that's why we are continuing to grow in the emerging markets around the world, too.
I actually think it's better I started by being close to customers. That foundation early on helped me later when I went into logistics and other kinds of management.
Someone asked me about what's it like managing 2.2 million associates, and I said, 'When they're Wal-Mart associates, it's not all that hard because of the quality and the depth of our talent.' I'm really proud of the fact that 70% of the managers in the U.S. started as hourly associates with our company.
It's interesting: the letters I get from mayors that want Wal-Mart to look and invest in their community.
Wal-Mart, we've been known for many years - back to the days of when Sam Walton started the company - we've been known for basics. The basic need of families and people across America. Wal-Mart was known as the place for basics.
We see great growth in the United States. But also in China, Brazil, the U.K., and other markets around the world. So ecommerce is going to continue to be a great story for Walmart.
I probably went into sports with a sense of competitiveness and came out of it even more competitive.
At Wal-Mart, it goes back to Sam Walton and the foundation and business model that we simply operate for less, or everyday low cost. We're known for operating in a very efficient way and then giving those savings to customers.
If I spend all of my day in the details as a CEO of a company like Wal-Mart, I think it would be trouble, because I wouldn't really be prepared to speak to the big issues that the country or the world should face.
We've done both. We can do both. We can raise the quality and still have Walmart prices.
I think every responsible public board at every board meeting should be discussing succession. And, of course, Walmart has a very mature board: our chairman Rob Walton and other members. So succession is an ongoing. I think when I first joined the board of directors, it was discussed then. And it's discussed at every board meeting continually.
