Quotes By Doug McMillon

I think that people that shop Walmart frequently and love the brand the most find it very natural to come to us first for e-commerce. But for others that may shop around or not have chosen to shop at Walmart in the past, you get what you earn, and our opportunity to earn their business starts with winning their grocery and consumables basket.

We just have to pull all those threads together so that when you're experiencing us on the app, it's an unnatural act to go anywhere else because we've got the item and we've got it at the best price.

When you look at what was happening with e-commerce and how big that was going to become, there's the big wave of India, there's the big wave of e-commerce, and then there's the question of, "Is this the brand to invest in?". We developed this confidence in that team, and so far we've been proven to be right about that.

If you could see that from the many years that we've been here and you could expect that to continue, we see the growth in India.

India is an important part of Walmart's story and over the past two decades, we've strengthened and expanded our partnerships in the country to empower people and help local businesses grow

Our teams are pioneering customer solutions that are transforming retail experiences here and around the world. India also reflects Walmart's commitment to creating shared value, and we are proud to work with partners to shape a more inclusive and resilient future.

We're really excited about how generative AI is already helping us with search and chat. It's more of a solution approach today to go into our search bar and say, "I wanna prepare for a seven year old's birthday party." You get a better answer than what we could've done in the past. And I'm excited about how search and chat will be more relevant and personal in the weeks and months to come. And it's moving really quickly.

The sales floor probably gets more people. And what we're seeing in supply chain is that it's basically the same number of people with just a whole lot more productivity, but their jobs change.

I think what we've seen happen so far is that as we've applied technology for the picking process in the store, for example, is that job composition has changed but we have about the same number of people.

I bet you that over time, because we come up with new ideas to grow sales, we end up with about the same number of people making more money.

Private brand's important. We invest in quality. We try to treat them like they really are brands, and not just some private label. But, you know, we wouldn't wanna see them continue to grow in percent of total too much. We would like for the brands to offer value to customers and have them grow.

So growing ecommerce in the marketplace is key to being able to attract more advertisers. What we can do that some other people can't do is we can connect the dot between an ad you may have paid for digitally and a subsequent purchase in a physical store so that you can see the ad actually worked. So it too is an omni business for us.

The kind of outcome we want is where associates are getting paid more and are supervising robotics instead of walking miles and lifting heavy items.

We cannot, don't want to, and won't let ourselves walk away from opening price points and customers that depend on us for low prices. That's foundational.

We get to do business all over the world, and it's rare to have such a big economy [India], growing so fast, and creating so much opportunity for so many. We want to be part of the process to strengthen the country, to serve its citizens and to demonstrate that we're a trusted partner across all these dimensions.

We believe in servant leadership. We're looking for altruistic people that can put other people first.

The only thing I really think about is: How are we making decisions and getting things done such that Walmart is succeeding and creating value 50 years from now?

If we were with a bunch of Walmart associates right now, we could say, 'The only thing that's constant in our company other than our purpose and values is..,' and they would respond, 'Change.'"

The thing that's been consistent is that this is a team sport and nothing happens through the work of just an individual. We all do this together and it doesn't matter whether you're going to do a startup or you're at a big company, that's going to be the case. And what sport taught me was the importance of that and how to treat a teammate, and how to work together.

There've been times when leaders have to make decisions, and if you had read my 360 when I first started as a CEO, it would've repetitively said, "You take too long to make decisions, you're participative and that's good, but you need to move faster, be decisive." And as the years went, that stopped being on my 360 because I think I got more confident and more self-aware that sometimes decisions just needed to be made.