Quotes About Companies

I have taken on virtually every element of the big money establishment, whether it's the Koch brothers, and the big energy companies, whether it's the industrial complex, whether it's Wall Street... I have taken on the drug companies. I have taken on the insurance companies.

I think you have to learn that there's a company behind every stock, and that there's only one real reason why stocks go up. Companies go from doing poorly to doing well or small companies grow to large companies.

There are times when you need to step back and realize that movie studios today are not necessarily the same things that they were many years ago. Many movie studios are international conglomerates now. They own everything from theme parks to toy companies to T-shirt companies to video companies. There's a lot of different wheels to be greased.

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.

What we are saying is, we've got three aluminum factories, let's work with that, we cannot change that. Why not have the Icelandic people who are educated in high-tech and work already in those factories in the higher paid jobs, why not let them build little companies who are totally Icelandic with the knowledge they have? Then they get the money and it stays in the country. Then we can support the biotech companies and the food companies and all these clusters. I think that if you want to be an environmentalist in Iceland, these are the things you've got to be putting your energy into.

Successful companies in social media function more like entertainment companies, publishers, or party planners than as traditional advertisers.

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.

Companies are missing out on phenomenal skills and capabilities of experienced older job hunters: wealth of knowledge, expertise, seasoning, maturity. Companies need to be reminded of that.

While it's good that we maintain high standards for companies seeking to claim environmental leadership, I can't help but ponder the hypocrisy of it all: how much more we expect of companies than of ourselves.

This morning, prompted by increasing concerns about terrorism, oil prices reached a record high as the cost of a barrel of crude is a whopping $44.34. Wow, it seems shocking that a product of finite supply gets more expensive the more we use it. Now the terror alert means higher oil prices, which oddly enough means higher profits for oil companies giving them more money to give to politicians whose policies may favor the oil companies such as raising the terror alert level. As Simba once told us: "It's the circle of life."

As a result of overdiversification, their (active managers) returns get watered down. Diversification covers up ignorance. Active managers haven't done enough research into any of their companies. If managers have 200 positions, do you think they know what's going on at any one of those companies at this moment?

What I love about what I get to do is that I'm allowed to create the stories that I want to tell with minimal interference by some very big corporations like Microsoft and Sprint and EA and BioWare. The advantage that these tech companies have is that they understand the space organically, versus traditional media companies.

Most employers I speak to, they want to create jobs and give decent salaries. Some small and medium companies say to me they cannot afford to pay the living wage. I say "what about if I gave you a business rate cut?" and they say, yes, ok. We want companies which are skilled up, generating more profit, more corporation tax - we should not be embarrassed at success, as long as they pay their taxes.

When I took on the drug companies and the insurance companies for universal health care coverage, they went after me with a vengeance.

We're long past having to defend or explain why women should be on boards, given all the data that shows how companies with female as well as male directors perform better. It's unfortunate when companies with a large percentage of women constituents don't reflect that in their boardrooms.

Over 30 years ago, Airbus was founded by a European consortium of French, German, and later Spanish and British companies to compete in the large commercial aircraft industry with U.S. companies.

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.

I have been quoted saying that, in the future, all companies will be Internet companies. I still believe that. More than ever, really

So all of these companies that are going for the big growth, if it continues for any length of time, will outlast their resources and outlast their customers and go belly-up. And that's why these huge companies have massive layoffs all the time.

Obamacare is dead. Obamacare right now, all the insurance companies are fleeing. Places like Tennessee have already lost half of their state with the insurance companies. They're all going. Obamacare, John, is dead. Okay, because we're being - we're being compared to Obamacare. Just, so. Obamacare doesn't work.

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.

Most newspaper companies still have their heads in the sand, but other media companies are aggressive.

There are many examples of companies and countries that have improved their competitiveness and efficiency by adopting open source strategies. The creation of skills through all levels is of fundamental importance to both companies and countries.

The companies that look after their people are the companies that do really well. I'm sure we'd like a few other attributes, but that would be the most important one.

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.

Imagine if the pension funds and endowments that own much of the equity in our financial services companies demanded that those companies revisit the way mortgages were marketed to those without adequate skills to understand the products they were being sold. Management would have to change the way things were done.

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.

Great entrepreneurs focus intensely on an opportunity where others see nothing. This focus and intensity helps to eliminate wasted effort and distractions. Most companies die from indigestion rather than starvation, i.e. companies suffer from doing too many things at the same time rather than doing too few things very well.

We have full disclosure in transparency of our audited, our financial audits. It's on our Web site. It is, I think 16 or 20- something pages, which most public companies or private companies and most ministries don't disclose. So we have always operated with financial integrity and full transparency.

Companies want to innovate. Companies that don't innovate wither on the vine. The connection between STEM fields (science, technology, engineering, and mathematics) and the financial stability of a nation is what needs to established.

Significant officials at publicly traded companies are casually and cavalierly engaged in insider trading. Because insider trading has as one of its elements communication, it doesn't take rocket science to realize it's nice to have the communication on tape.

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.

Any bailout of a private company is a bad decision by our federal government. Private companies have the right to succeed, but they also should have the right to fail.

A core part of the global market is what might be called the 'Nike Economy' - footloose companies that play countries against one another while seeking subcontractors with the lowest wages and cheapest conditions.

The United States lived on borrowed money for too long, inflating its financial sector unnecessarily and neglecting its small and mid-sized industrial companies.

I want good science, and I want it to be realistically marketed. I wouldn't like only two countries on the planet that allow pharmaceutical companies to market directly to people, New Zealand and the United States. It ought to be better regulated. And when it's presented to people, it ought to be presented in a way that's realistic. For example, often people will prescribe antidepressant medications, and we'll say, you have a brain disease; you'll have to be on these medications permanently. There is no biological marker for depression. It's not true that we know that it's a brain disease.

If private-equity firms are as good at remaking companies as they claim, they don't need tax loopholes to make money.

The companies only developed if the state did not intervene in the French fashion. If on the contrary a certain degree of economic freedom was the rule, capitalism moved in firmly and adapted itself to all administrative quirks and difficulties

Every night I watch the nightly news. It's funded by the pharmaceutical companies. Virtually every ad is a drug ad. They get their say every night on the nightly news through advertising.

It was reported in the paper that President Bush received a 'warm reception' from the Daytona 500 drivers. Well sure, the drivers had never met anyone who was sponsored by more oil companies than they were.

I want to live in an America where we are able to marshal all the resources we have at our disposal and that we - people like me, and companies like Apple and Intel and others - can make it our business to put a tablet computer in the hands of every single kid in America. Every single kid.

Governments have budgets but no money, companies have money but no budgets.

To suppose that safety-first consists in having a small gamble in a large number of different companies where I have no information to reach a good judgment, as compared with a substantial stake in a company where one's information is adequate, strikes me as a travesty of investment policy.

Companies that support sports developmental programs in our communities should also be applauded.

The reality is technology is here, technology will only improve and certain technology companies will dominate in the next five to ten years, ... The problem is determining which ones and at what value.

For business to survive over a long period, it needs to be contributing to society and people's well-being. Otherwise, who's going to want it? Otherwise you end up like Enron or some of these other companies.

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.