Quotes About Companies

Whether it's Facebook or Google or the other companies, that basic principle that users should be able to see and control information about them that they themselves have revealed to the companies is not baked into how the companies work. But it's bigger than privacy. Privacy is about what you're willing to reveal about yourself.

I know one thing - very few writers in Southern California get to write what they want to write. We are more or less worker ants, working for either film companies or tv companies or Internet companies. We do a lot of assigned work. Feelings hardly ever enter into it. If they do, they tend to be on a sort of soap opera level.

My primary early interest was in marketing and my aim was to improve its theories, methods and tools. Early on I pressed companies to adopt a consumer orientation and to be in the value creation business. I didn't pay much attention to the social responsibilities of business until later. Now I am pressing companies to address the triple bottom line: people, the planet, and profits. I found that companies were too much into short term profit maximization and they needed to invest more in sustainability thinking.

There are black companies that are very active in the economy, that are growing and not on the basis of mergers and acquisitions, but because of putting new money into their particular companies and, therefore, their particular sectors. Indeed, if they didn't do that, they would collapse as companies.

It's not that you don't want to earn as much money as you can - it is your obligation, of course - but companies have obligations beyond that and they certainly have obligations beyond that at certain times, in the times in which they operate. And they also certainly ought to know that meeting and beating expectations is probably yesterday's game and it will be increasingly so, which would be by the way very healthy for companies. Running a company that meets and beats expectations, and that runs their company accordingly, are companies that I would question why anyone would invest in.

The insurance companies make about $15 billion a year. They have doubled their profit margin under Obamacare. And so now we're going to take a lot of this and call it a stabilization fund, but really it's a bailout of insurance companies. And I just think that's wrong. I just can't see why ordinary, average taxpayers would be giving money to very, very wealthy corporations. An analogous situation would be this: We all complain that new cars cost too much. Why don't we have a new car stabilization fund and give $130 billion to car companies?

Let's face it: Most companies in most industries have a kind of tunnel vision. They chase the same opportunities that everyone else is chasing, they miss the same opportunities that everyone else is missing. It's the companies that see a different game that win big. The most important question for innovators today is: What do you see that the competition doesn't see?

Tech stocks were the cubic zirconium of the market. They looked good and were sexy, but they just were a way for the company selling them to make money. That's always going to be transient in terms of the stock market. What's real is that companies have to compete. Technology used well is a great tool to enable that if only because most companies dont use technologies well.

When you have competing companies that are engaging in the raising of prices in lock step with each other, you have to question whether or not this in coincidence or price fixing. With the merger of Exxon and Mobil and Chevron and Texaco, we have very little competition among the energy companies.

We've grown from 18% of the profits of the top 25 companies in our industry to 23% of the profits of the top 25 companies in our industry over the last five years. Profits are up over 70%, where the industry profit is up about 35%. Pretty good.

There are companies which are prepared to change the way they work. They realize that nothing can be based on what used to be, that there is a better way. But, 99 percent of companies are not ready, [they are] caught in an industrial Jurassic Park.

Every leader needs to watch what teenagers or startup companies - or startup companies headed by teenagers - are doing today, because many of those behaviors will be mainstream behaviors tomorrow.

The best thing that is happening with the health care is premiums will come down. We'll have tremendous competition; you know, we're getting rid of the border state lines, and we're going to have tremendous competition. We're going to have insurance companies fighting, like life insurance. You know, we - life insurance, you have these companies that are like - like going all over the place. We're going to have a tremendous - tremendously competitive market and health care costs are going to be forced down.

...chief executives of large fossil fuel companies to [should] be put on trial for high crimes against humanity and nature; [Hansen] accusing them of actively spreading doubt about global warming in the same way that tobacco companies blurred the links between smoking and cancer.

I would say the consumer Internet companies - in a lot of ways, if you go inside the consumer Internet companies and you see how they run, it's how all their businesses are going to run.

Today, companies have to radically revolutionize themselves every few years just to stay relevant. That's because technology and the Internet have transformed the business landscape forever. The fast-paced digital age has accelerated the need for companies to become agile.

You don't need anyone's approval and in fact, you probably won't get it, so don't even try. Build, release and iterate. Make a list of the features you want to create over the next six months and get going! For small companies, once a week; for larger companies, maybe twice a month.

Very soon, most companies will need to have a global operating model - even if you only sell locally. Even mid-sized companies will source globally. Knowing how to operate in this environment will be critical. We need to train managers and leaders to become citizens of the world.

In general foreign invested companies who come to America to start a company, to open a manufacturing business or whatnot, they actually provide much higher wages than American companies.

I believe that we will see cases like these that will continue because we're talking about companies that are doing business with a tyranny and a dictatorship. And when they do business with a dictatorship, a tyranny, they will have problems like this. This, I believe, is the beginning of several problems that there will be over the next few years because we are talking about American companies that now want to get cozy with this regime, and they will find themselves in very serious problems such as those we're seeing at this time with the Carnival Company.

We have to do a much better job at keeping our jobs. And we have to do a much better job at giving companies incentives to build new companies or to expand, because they're not doing it.

We have found that companies need to speak a common language, because some of the suggested ways to harness disruptive innovation are seemingly counter-intuitive. If companies don't have that common language, it is hard for them to come to consensus on a counter-intuitive course of action.

I don't create companies for the sake of creating companies, but to get things done.

I think that the best companies are companies that have a real purpose.

All happy companies are different: each one earns a monopoly by solving a unique problem. All failed companies are the same: they failed to escape competition.

I'm amazed by the potential of more companies employing integrated philanthropic initiatives at earlier stages in their life cycle. What if this were done on an even more massive scale? Consider what would happen if a top-tier venture-capital firm required the companies in which it invested to place 1% of their equity into a foundation serving the communities in which they do business.

Good companies will meet needs; great companies will create markets.

Where you have complexity, by nature you can have fraud and mistakes. You'll have more of that than in a company that shovels sand from a river and sells it. This will always be true of financial companies, including ones run by governments. If you want accurate numbers from financial companies, you're in the wrong world.

The company-as-a-machine model fits how people think about and operate conventional companies. And, of course, it fits how people think about changing conventional companies: You have a broken company, and you need to change it, to fix it.

You can create value with breakthrough innovation, incremental refinement, or complex coordination. Great companies often do two of these. The very best companies do all three.

I may be a businessman in that I set up and run companies for profit, but when I try to plan ahead and dream up new products and new companies, I'm an idealist.

Some of the power has shifted from companies to people. Using social media tools (blogs, wikis, tagging, etc.) more individuals are creating semi-spontaneous 'groundswells' of opinions to which companies and other institutions are realizing they must respond. From marketing to consumers organizations are being pulled into engaging with individuals.

As far as Paris goes, we don't know for sure yet how these guys communicate among themselves and how they communicated back to the ISIS leadership in Iraq and Syria, but I'm fairly confident we're going to learn they used these encrypted communication applications that have commercial encryption and are extremely difficult for companies to break - and which the companies have made the decision not to produce a key for.

We can't change the fossil fuel companies' behavior in isolation from the rest of the industrial system. As long as they have customers, they're going to continue to operate, whether or not we divest of their stock. However, divesting might be helpful in terms of disrupting the story that what these companies do is perfectly okay. This situation differs from apartheid in a key regard though: racial equality in South Africa was no threat whatsoever to capitalism as we know it. Ending the fossil fuel era is a much deeper change.

Providing clean, efficient solar/electric generators to industries such as oil companies, spanning from film and event production, construction, disaster relief, agriculture, forestry, and nonprofit organizations. We're literally helping green oil companies, helping them find ways to pollute less while creating jobs. When I look at the breadth of positive impact these technologies can have, I truly get excited. Imagine a generator where ZERO fuel is used!

We must not fall into the mistake of thinking that it is America that trades with Taiwan or Europe that trades with Asia. The truth is that it is American companies that trade with Taiwanese companies.

I'm advocating for companies not to make women sign confidentiality clauses just to be able to come to work. I understand that companies need to keep some things secret - like business practices and trade secrets - but confidentiality clauses were never supposed to be keeping private what's happening to people within the workplace. It's a human right issue.

People are enduring more than a temporary financial crisis. We are witnessing a fundamental shift in the economy. Companies and industries will in great measure no longer grow by borrowing vast capital to make huge acquisitions. The way to grow to critical mass - the Google way - will be to become platforms and networks that enable others to build businesses, grow, and succeed.

After the NBA and ABA merged, players could come out after high school. Still, there were only a few cases prior to Kevin Garnett coming out in 1995, so Nike and the other companies were only involved in the college game.

I don't feel like a different person. My motivation has always been to do technology apps and companies, not making money. Just because the money's come, nothing's changed.

I am troubled by the devaluing of the word 'design’. I find myself now being somewhat embarrassed to be called a designer. In fact I prefer the German term, Gestalt-Ingenieur. Apple and Vitsoe are relatively lone voices treating the discipline of design seriously in all corners of their businesses. They understand that design is not simply an adjective to place in front of a product’s name to somehow artificially enhance its value. Ever fewer people appear to understand that design is a serious profession; and for our future welfare we need more companies to take that profession seriously.

Many of the best YC companies have had phenomenally small number of employees for their first year, sometimes none besides the founders.

By downplaying clear targets and frameworks, ... the Prime Minister is ignoring calls from UK companies who want a clear framework to operate within now. There has been a lot of discussion about the false choice between targets and technologies, but the reality is that without both we cannot achieve either.

A tremendous chief executive in a small market will never be great. All great companies start with great markets.

A truly equal world would be one where women ran half our countries and companies and men ran half our homes.

Learning to see waste and systematically eliminate it has allowed lean companies such as Toyota to dominate entire industries. Lean thinking defines value as 'providing benefit to the customer'; anything else is waste.

We don’t do business with companies. We do business with people.

Sanaz Minaei [business woman] shows a visitor a cooking class at one of her several companies and says the opportunities for Iran are huge if only the country can rejoin the global economy as promised.