Quotes About Companies

We do all that [ represent companies], because we have a lot of research in Japanese companies, and that research educates investors around the world. It allows us to sell stocks and bonds in Japanese companies.

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?

In almost any change there is 20 - 60 - 20. 20% are doing the change and we need to stay out of their way. 20% will never get there (a large percent still go into banks to see tellers vs. ATMs). 60% are in the middle. I think you will always find some companies where the head of HR is not a member of senior management team (bottom 20% and some companies where she or he has always been (top 20%).

Many companies believe incentives, financial incentives, are the answer to every problem or issue. But people are motivated by much more than money. In particular, people like to feel good about themselves and maintain their self-esteem. If companies spent more time working on people's feelings of self-worth, they wouldn't have to try, often unsuccessfully, to bribe people to do work.

The rules of engagement around building a brand have changed significantly over the past 10 to 15 years. Where companies at one time could spread their message through traditional marketing, consumers now seek an enduring emotional connection with the companies they patronize. The foundation of that connection is the most important characteristic of building a world-class brand: trust. Trust with your people and trust with your customers.

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.

Rap music and rap records used to always be like this: we get one or two shots to a piece cause it was a singles marketplace and when the major record companies saw that it could also handle the sales of the albums then they started to force everybody to expand their topics from 1 to about 10 and you gotta deliver 12 songs, so a lot of times if you took a person who wasn't really developed, and the diversity of trying say 12 different things, you know the companies were like "Cool! Say the same thing 12 different ways."

One thing the humanitarian world doesn't do well is marketing. As a journalist, I get pitched every day by companies that have new products. Meanwhile, you have issues like clean water, literacy for girls, female empowerment. People flinch at the idea of marketing these because marketing sounds like something only companies do.

That's the part where the governments have a unique role, and then when it progresses well enough, then existing companies or new startup companies should take it. In the $3 trillion a year energy market, the rewards will be quite fantastic.

It is very similar to companies like Google and other internet companies. When you go and search on Google you don't pay for that. But sometimes you click on an advert and Google makes money on that.

Indeed one streak in our economy, we're missing the big oil companies. We're missing other big energy companies. We're missing the big picture, and I have a record of trying to go at the problems that actually exist, and I will continue to do that.

We have an obligation to each other to not only push our politicians, but to push companies to do right by their workers. They wouldn't even have successful companies without their workers. They are the glue that keeps things together. How, in the 21st century, we have mega-corporations that have lost sight of that boggles my mind.

Drug companies spend more on advertising and marketing than on research, more on research on lifestyle drugs than on life saving drugs, and almost nothing on diseases that affect developing countries only. This is not surprising. Poor people cannot afford drugs, and drug companies make investments that yield the highest returns.

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.

There's 20 companies that I have investments in - some batteries, some solar-thermal, one big nuclear thing. We need hundreds and hundreds of companies like that, so that in a 20-year time frame we really are starting to change the energy infrastructure.

As a culture, we've become upset by the tobacco companies advertising to children, but we sit idly by while the food companies do the very same thing. And we could make a claim that the toll taken on the public health by a poor diet rivals that taken by tobacco.

It is not size that counts in business. Some companies with $500,000 capital net more profits than other companies with $5,000,000. Size is a handicap unless efficiency goes with it.

Good-to-great companies set their goals and strategies based on understanding; comparison companies set their goals and strategies based on bravado.

The engineering is long gone in most PC companies. In the consumer electronics companies, they don't understand the software parts of it. And so you really can't make the products that you can make at Apple anywhere else right now. Apple's the only company that has everything under one roof.

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.

The results of "engaged" companies vs "disengaged" companies are staggering. Getting workers to be more engaging with their coworkers and customers can produce huge results.

Make sure that you take the time to think about how other companies might respond to your idea, both those companies already in the market you plan to target as well as others that might imagine targeting that market.

In a corporate context, companies have to try very hard to oppose the enticements of conventional wisdom. They must aim for the leaps, which means that companies have to do more than simply manage their knowledge, which is composed of the insights and understandings they already know. They also have to manage the knowledge-generation process. It's not just about, "Oh, we're going to create a data warehouse and we are going to invent a computerized filing system to get at all the stuff we know."

Wake up, America. The insurance companies took over health care. Wake up, America. The pharmaceutical companies took over drug pricing. Wake up, America. The speculators took over Wall Street. Wake up, America. They want to take your Social Security. Wake up, America. Multinational corporations took over our trade policies, factories are closing, good paying jobs lost. Wake up, America. We went into Iraq for oil.

You have companies over in different countries where they devalue their currency and they make it impossible for American companies to compete.

Today, a large part of Peru's revenues come from mining. Many big mining companies only pay income tax, but they extract minerals, they pollute the water. They don't give any form of compensation to the regions where those minerals are extracted and where they do the damage, forcing the state to help those regions. What my party Gana Peru is stating is that the mining companies will have to pay that compensation. That is called a royalty.

Let's fix what's broken about Obamacare, but let's not throw it away and give it all back to the insurance companies and the drug companies.

One of the weaknesses of Indian industry is that in many areas.. like consumer goods.. it is very fragmented. Individually, the companies might not be able to survive. What is needed is a consortium of like companies in one industry, presenting a strong front to the multinationals. The Swiss watch industry did this.

The reason why it is so difficult for existing firms to capitalize on disruptive innovations is that their processes and their business model that make them good at the existing business actually make them bad at competing for the disruption. Companies in fact are specifically organized to under-invest in disruptive innovations! This is one reason why we often suggest that companies set up separate teams or groups to commercialize disruptive innovations. When disruptive innovations have to fight with other innovations for resources, they tend to lose out.

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.

Typical pay increases are not enough to motivate employees, but they are enough to irritate them. … Even when companies create seemingly significant pay differentiation between low and high performers, the actual cash increase is insufficient to sustain performance – or it drives the wrong behaviors. … Effective management is a system, not a pay plan. The mistake is that companies try to solve all their problems with pay.

People have accused me of only working with good companies. No I don't. I work with some very dysfunctional companies or unbelievably dysfunctional organizations. The people that bring me in know what they're doing won't work for the future. They know they want to change and they want to change for the right reasons. They believe what I believe and that's why they called me.

Maybe we should be directing our anger elsewhere - like toward Wall Street. Why is it we never think of Big Business when we think of welfare recipients? Companies take more of our tax dollars, and in much more questionable ways, than do those who are trying to heat their apartments with a kerosene stove.

Look at Google. They are re-organizing their businesses ,even renaming it with Alphabet, so they can be bolder and make strategic mistakes and then learn from them. But most companies aren't Google in that they make incremental changes and don't go for the moon shot.

We don't measure whether an economy is developing. We just measure whether companies are selling more, whether inventories are up or down, not whether the health, safety and economic well-being of people are being advanced.

Trump might well choose to renege on US obligations (so much for the sanctity of contracts!) and no doubt he would have the agreement of Zionist politicians like Schumer. But the consequences will be the increased isolation of the US - particularly from Europe, whose businesses will just move into Iran while US companies will lose out.

This extraordinary arrogance that change must start at the top is a way of guaranteeing that change will not happen in most companies.

There is no secret ingredient or hidden formula responsible for the success of the best Japanese companies.

We're getting companies to invest in Canada, to expand their workforces, to do more R&D. I think people are looking at Canada and realizing we're a place that is building for the long term and where the world's going to be.

Many companies aspire to change the world. But very few have all the elements required: talent, resources and perseverance. Microsoft has proven that it has all three in abundance.

We are also fortunate in being in quite a sheltered environment, in terms of people moving on to do other things, because there are relatively few companies in Scotland that are looking for the skill set that we've developed.

But the ultimate goal is to get rid of the media capitalists in the phone and cable companies and to divest them from control.

To survive in modern times, a company must have an organizational structure that accepts change as its basic premise, lets tribal customs thrive, and fosters a power that is derived from respect, not rules. In other words, the successful companies will be the ones that put quality of life first. Do this and the rest - quality of product, productivity of workers, profits for all - will follow.

The way innovating companies are designed leaves ambiguities, overlaps, decision conflicts or decision vacuums in some parts of the organisation. People rail at this, curse it-and invent innovative ways to overcome it.

Most of the men and women who vote in Congress each year to continue subsidies have taken campaign donations from big energy companies.

The public relies on the advice of doctors and leading researchers. The public has a right to know about financial relationships between those doctors and the drug companies who make the pharmaceuticals prescribed by doctors.

Bring on those tired, labor-plagued, competition-weary companies and ESOP will breathe new life into them. They will find ESOP better than Geritol. It will revitalize what is wrong with capitalism. It will increase productivity. It will improve labor relations. It will promote economic justice. It will save the economic system. It will make our form of government and our concept of freedom prevail over those who don't agree with us.

Big food companies have their priorities, which include selling cheap, unhealthy foods at high profits.