Quotes About Company

At Travelers, we were much more opportunistic. It was very successful, but it wasn't an integrated financial services company. We had a property casualty company, a life company, a brokerage company. We were a financial conglomerate. It wasn't a unified, coordinated strategy of any sort. When it merged with Citi, that became a big issue; Citi, at that time, wasn't yet a fully integrated, coordinated company.

I'm thinking, That's Barack Obama. He doesn't go to work. He doesn't go down to Congress and make a deal. What the hell's he doing sitting in the White House? If I were in that job, I'd get down there and make a deal. Sure, Congress are lazy bastards, but so what? You're the top guy. You're the president of the company. It's your responsibility to make sure everybody does well. It's the same with every company in this country, whether it's a two-man company or a two-hundred-man company... . And that's the pussy generation - nobody wants to work.

Some of the best ideas throughout the company's evolution have been from places all throughout the company whether it's an engineer or someone on the customer support team. Just different areas around the company.

Even when I'm writing plays I enjoy having company and mentally I think of that company as the company I'm writing for.

Companies that actually survive and flourish are going to change their business model from production to aggregating the networks and the network services and solutions. If you're a construction company or an IT company or a logistics company or an information data operation, to the extent that you can find ways to help build the commons, you can get some commercial value in that.

You simply can't be tentative in a startup. You have to go for it at every chance you get. And if the leader of the organization is anxious, his or her fear pervades the organization. Everything comes from the top in a company. So if you are starting a company or building one, face your fears and move past them. It's critically important to your company.

What a reason the Company has for observing its Rules faithfully: to do what the Son of God came into the world to do! That there should be a Company, and that it should be the Company of the Mission, composed of poor men, and that it should be entirely dedicated to that purpose, going here and there through hamlets and villages, leaving the towns behind-something that's never been done-and going to announce the Gospel only to persons who are poor; yet, those are our Rules!

No financial man will ever understand business because financial people think a company makes money. A company makes shoes, and no financial man understands that. They think money is real. Shoes are real.

Grieving, like being blind, is a strange business; you have to learn how to do it. We seek company in mourning, but after the early bursts of tears, after the praises have been spoken, and the good days remembered, and the lament cried, and the grave closed, there is no company in grief. It is a burden borne alone.

When you're running a company, creating jobs is the last thing you want to. When you're running a company you want to employ as few people as possible, and yet you inadvertently create jobs.

Whenever he was in company he wanted to get away, and whenever he was alone he wanted company.

Hardware: where the people in your company's software section will tell you the problem is. Software: where the people in your company's hardware section will tell you the problem is.

You don't want to be the only car company. When you're the only car company and there's no competition, customers may not know what a car is, the roads may not be developed for cars, there may not be gas stations everywhere.

Hey! You can be more than just a car company. You can be more than just a pet food company. You can aspire to loving dogs, rather than just feeding dogs.

You should never start a company with the goal of getting rich. Your goal should be making something you believe in and making a company that will last. Excerpt From: Walter, Isaacson. “Steve Jobs.” Simon & Schuster, 2011-10-23T21:00:00+00:00. iBooks. This material may be protected by copyright.

If you're running an engineering or finance company, all companies depend on ideas and ingenuity. I think the principles of creative leadership apply everywhere, whether it's an advertising company or whether you're running a hospital.

I have always been obsessed by the company and making sure that the company is the most contemporary, the most modern of all the players, and delivering the most accurate service for our client.

I also try to surround myself with people I love - make a family out of the company. So I tend to use the same people over and over. There's a sort of Mel Brooks Repertory Company.

Each individual should work for himself. People will not sacrifice themselves for the company. They come to work at the company to enjoy themselves.

The true solitary ... will feel that he is himself only when he is alone; when he is in company he will feel that he perjures himself, prostitutes himself to the exactions of others; he will feel that time spent in company is time lost; he will be conscious only of his impatience to get back to his true life.

From the business point of view, always encouraging the people in our company to own stock in the company, and if we're going to build something great, to have a lot of people share in the benefits of that greatness.

When a company wants to move to Mexico or another company - or another country and they want to build a nice, beautiful factory and they want to sell their product through our border, no tax, and the people that all got fired, so we end up with unemployment and debt, and they end up with jobs and factories and all of the other things, not going to happen that way. And the way you stop it is by imposing a tax.

Innovation is not a big breakthrough invention every time. Innovation is a constant thing. But if you don't have an innovative company [team], coming to work everyday to find a better way, you don't have a company[team]. You're getting ready to die on the vine. You're always looking for the next innovation, the next niche, the next product improvement, the next service improvement. But always trying to get better.

As you start the company, you start spending spending spending ahead of revenue but then you come out of it and very quickly you should become a company that spends less than it makes. And what I mean by very quickly, is that window of time should be in that 6 to 8 year time frame. And the reason is because if you build your business model correctly it's almost unavoidable.

In an ironic twist, I now see Good to Great not as a sequel to Built to Last, but more of a prequel. Good to Great is about how to turn a good organization into one that produces sustained great results. Built to Last is about how you take a company with great results and turn it into an enduring great company of iconic stature.

For a company to excel, employees must be reassured that self-interest, not the company's, is their foremost priority. We believe an employee who puts himself first will be motivated to perform.

Show me a chief executive who’s on five boards and who lends his or her name, prestige and time to 15 community activities — and I’ll show you a company that’s underperforming. A chief executive is paid to run the company. That’s the CEO’s job.

A little-known company with a realistic framework that appeals to entrepreneurial employees is going to be more attractive than a famous company that treats its people like disposable assets.

I think for us, we don't feel like the future of music is in the act of being a record company. We feel like the future of the music business is in empowering artists to have better and better tools to communicate with their fans. We want to be people who are saying to artists, "Look, you don't need that company over there to release your album. You can do it this way." Almost more of a band partnership than a label-artist relationship. Not about ownership of content, but about empowerment.

The key here are two little words: the word 'or' and the word 'and'. Nintendo is not an or company, with games devoted to just this group or that group. We're an and company, with games for this group and that group and for groups that don't even call themselves gamers yet.

Every company has big data in its future and every company will eventually be in the data business.

The CEO is, by far, the most important decision for a company... The company is going to rise and fall with the CEO.

The company Liberated People represents just not liberation of different nations around the world; it can be special liberation days. It can be what the company represents and helps highlight someone's personal liberation date.

It's the company itself, but most of these mutual fund companies, the guy who runs the company is just a fact totem and the guy who runs the money is the power. But we really don't know who they are.

You know, as most entrepreneurs do, that a company is only as good as its people. The hard part is actually building the team that will embody your company culture and propel you forward.

I'm a pretty laid-back kind of guy. What I've always wanted to do is set up situations in our company where if people who worked there needed help, we would try to help them, and at the same token if the company needed help from people, they would help us. A kind of give and take.

First mover Advantage doesn't go to the company that starts up, it goes to the company that scales up

The company I invested in is probably a leader in that area. They're a company called Second Spectrum, which happens to be based in LA but was started by two USC computer-science professors. It's filled with guys who love sports, who played sports, but really look like programmers.

Good company requires only birth, education, and manners, and with regard to education is not very nice. Birth and good manners are essential; but a little learning is by no means a dangerous thing in good company; on the contrary, it will do very well.

When I was doing Goodenough, I'd hired a few people to work in my office, but then, toward the end of the '90s, I decided that this is not what I should be doing. I didn't want to make a big company and have to hire lots of people. I felt like I was better as an independent or as a solo operator. So I made the decision to finish everything and work alone just with an assistant or two. Although maybe there isn't the potential that there is in having a bigger company, it's good for me.

It is taken for granted that workers should receive their pay partly in kind, in the form of medical care provided by the employer. How come? Why single out medical care? Surely food is no less essential to life than medical care. Why is it not at least as logical for workers to be required to buy their food at the company store as to be required to buy their medical care at the company store?

There is no better game in the world when you are in good company, and no worse game when you are in bad company.

Sad company is bad company.

In fact, most people are being squeezed in their little cubicle, and their creativity is forced out elsewhere, because the company can't use it. The company is organized to get rid of variants.

No company can say our country is great because of our diversity. They can say it but has nothing to do with it, literally nothing to do with it, how diverse you are. "Well, it just means that we don't discriminate. It means that we value all people." Fine and dandy. But unless your company makes something or has a service and you have an atmosphere where people working for you can become the best they can be, it doesn't matter what your workforce looks like, dummkopf.

I think Google is the most successful attention merchant - profitable attention merchant in the history of the world, most successful advertising-only based company - most profitable. They started a very idealistic, beautiful company in many ways, but they didn't have a business model.

We are at a moment that some of the Silicon Valley companies are feeling the pressure. These days the founder of Twitter apologized that his company promoted some of the things that elected Donald Trump. You don't see that much of these apologizing from Google. From Mark Zuckerberg you are hearing a little bit more of it, but he is a little more "Oh, well, this is what happens because the internet scaled up and everybody has fake news; oh, we are gonna build a better technology".

Every business, like a painting, operates according to its own rules. There are many ways to run a successful company. What works once may never work again. What everyone tells you never to do may just work, once.