Quotes About Company

If a German company takes over 51 percent of an Indian one, it is given far-reaching controlling rights. But if an Indian company owns the majority of a German company, it is granted only very limited influence. That is unfair.

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.

But once you buy a company, you are married. You are married to that company.

A visionary company doesn't simply balance between idealism and profitability: it seeks to be highly idealistic and highly profitable. A visionary company doesn't simply balance between preserving a tightly held core ideology and stimulating vigorous change and movement; it does both to an extreme.

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.

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.

Find better company, find company of people better than yourself so you be surrounded with those best in character and so you may learn something.

I feel most badly, though, [because] after 10 years, I was at the company, I wanted to go back to New York where I was from. Why I didn’t go to Steve Jobs and say, ‘Steve, let’s figure out how you can come back and lead your company.’ I didn’t do that, it was a terrible mistake on my part. I can’t figure out why I didn’t have the wisdom to do that. But I didn’t. And as life has it, shortly after that, I was fired.

I ended up meeting this guy Stefan Simchowitz, who produced Requiem for a Dream and also went to AFI. I randomly met him in Cannes. By September of 2000, we had made a deal with this company that he was working with. They merged with us and in January of 2001, we opened WireImage. It was pretty crazy because I only started shooting celebrity stuff in 1998 - literally two and a half years later, I'm opening this company.

In a large pharmaceutical company, where it's a big bet, you're going to need finance people to be involved in the decision-making because the investment can run into the hundreds of millions of dollars. You're going to have to run scenarios. You might even need agreement from the C.E.O. to make that type of decision. If it's an incremental, low-cost decision in a marketing-oriented company, it may be a very different set of stakeholders a lot further down in the organization.

Why are we here? I think many people assume, wrongly, that a company exists solely to make money. Money is an important part of a companys existence, if the company is any good. But a result is not a cause. We have to go deeper and find the real reason for our being.

I remember watching Swan Lake and everybody looking exactly the same, but being able to relate because they were the only company I had ever seen even on video that had Asian dancers. The Asian community in Hawaii is actually almost as dominant as the Caucasian community. I thought "I can relate to that company because they look like people that I see every day." They weren't all little stick-thin Russian ballerinas.

The secret of success in society is a certain heartiness and sympathy. A man who is not happy in company, cannot find any word in his memory that will fit the occasion; all his information is a little impertinent. A man who is happy there, finds in every turn of the conversation occasions for the introduction of what he has to say. The favorites of society are able men, and of more spirit than wit, who have no uncomfortable egotism, but who exactly fill the hour and the company, contended and contenting.

It used to be that you needed a $500-million-a-year company in order to reach a worldwide audience of consumers. Now, all you need is a Steam account. That changes a whole bunch of stuff. It's kind of a boring 'gee, information processing changes a stuff' story, but it's going to have an impact on every single company.

A man is judged by the company he keeps, and a company is judged by the men it keeps, and the people of Democratic nations are judged by the type and caliber of officers they elect.

You can look at the cost structure of an incumbent company and discover: where are they not going to be able to drop their prices... because that business model is fundamental to the existence of the company.

Entertainment companies always have to stay on the edge of trying to catch that certain thing that will grab people's attention. And that thing is always changing. Nintendo has been doing this for a long, long time. Originally, we weren't even a video game company, but we were still an entertainment company. So I can't say what that next thing is, but I can say, at Nintendo we're trying to create new ways to play.

Everything I have is a private company. And even though a public company's a great thing, it's great for financing and all of the stuff you need to do. I'm not answering to anybody but my wife and my children and the people who work for me, and my partners.

My work is more about trying to ask good questions and not trying to come up with big shows. Every fashion company is doing that, every car company is doing that.

I'm not sure I was a typical head of a company. Most people that run big companies come out of sales and they come out of marketing and they're quite serious and they have MBA's from very good schools and things like that. I'm an accidental CEO, thank the Disney Company.

If the government wants to do social policy, it should not be done in a quasi-public company. If you have a mortgage guarantee company which is done by the U.S. government, it should be guaranteed by the originators, i.e., the shareholder.

Well, there's the water company. I mean, we sell water. And we have water, and it's a very successful, you know, it's a private little water company, and I supply the water for all my places, and it's good. But it's very good.

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

Being an entrepreneur I love to help people, and I think through the products that we develop in my company, we will be able to help a lot of people. Whether it's help them to get over the difficulties of a technology and use it. Or helping employees, creating new jobs, new opportunities for people that work in my company.

For the company of the great is good company as Shakespeare understood it, as Plutarch understood it. The past remains the source from which example and precept can still be drawn.

Awareness is learning to keep yourself company. And then learn to be more compassionate company, as if you were somebody you are fond of and wish to encourage.

During the mourning period after my father passed, his friends and colleagues were saying there was no way the business would survive. There was no way that a 27-year-old woman could run a company. I was so pissed that this was a conversation during a mourning period, and that a woman who was educated and working at a high level at the company wasn't considered for leadership. This was my father's life work, something I was completely connected to, and I knew I could take the reins.

If the head man in a company is not working 12 hours a day, doing things, taking risks, but also standing with his people in the trenches at the most difficult of times, then the company loses something.

Quality. That's the first word, the one word that comes to mind when I think of the books published by Abrams. In a world where so many companies are willing to cut corners, to do things the easy way in order to enhance the bottom line, it's gratifying to know that there's one company that obviously takes such pride in its finished product, one company that can always be counted on to design and produce a book that is, itself, as much a work of art as the illustrations on its pages.

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.

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

Before the internet, a journalist would write an article about a company that the company felt was unfair and missed a point. All they could do was write a letter to the editor and wait, and maybe a week later it would be printed, or not. Now, they can go to medium.com and immediately publish a long rebuttal, saying the journalist forgot this and did not consider that, the analyst is wrong here. Everybody pulls that immediately into the debate. So it is a much more democratic field for ideas.

Designful companies are those that weave design thinking into the fabric of the company. In a designful company, innovation is rewarded instead of punished. Risk taking is the norm instead of the exception. Some companies have already embraced this type of culture change with impressive results.

I believe that it was a testament to the change of power from the company to the fans because the more the fans ate it up, the more the company gave them what they want.

The underpinnings of the alliance: the company helps the employee transform his career; the employee helps the company transform.

The impresario function is about intervening with the company's more administrative management structure. It is about trying to establish a sense of boundaries and budgets and milestones and so forth on a project that does not necessarily lend itself to milestones. It is about translating between the intimate interior environment of the creative work team and the company's need to make money. And finally, it is about positioning the fruits of the creative process in the marketplace and selling them.

When the sales guys run the company, the product guys do not matter so much, and a lot of them just turn off.

I live for the moment. I'm basically a Buddhist-type person. I'm just here right now, and I don't think about what's going to happen a hundred years from now. I try to concentrate on what's going on right now. But I'm really trying to run this company like it is going to be here a hundred years from now. That's what's important.

I wanted to have a global company, so I chose a global name. Alibaba is easy to spell, and people everywhere associate that with "Open, Sesame," the command that Ali Baba used to open doors to hidden treasures in One Thousand and One Nights.

Our company has indeed stumbled onto some of its new products. But never forget that you can only stumble if you're moving.

Give up control and give it away ... The more you give your idea away, the more your company is going to be worth.

Because I just loved to spend two years of my life in the company of Andy Kaufman and other characters.

Acting becomes my real job, writing becomes my second job, and then when I turn 50, I think I'm going to open up an interior decorating company.

The first set of questions to ask yourself when you're doing cost cutting is relatively straightforward, which is, you know, can you use the necessity of cost cutting as an opportunity to do pruning or trimming for projects that aren't being as successful? But, you know, frequently those are the easy ones. I mean, there's always some kind of social costs internal to the company, but that's the easy way of looking at the future.

I do not like debt and do not like to invest in companies that have too much debt, particularly long-term debt. With long-term debt, increases in interest rates can drastically affect company profits and make future cash flows less predictable.

Everyone has their dates. For me, it's 1991. I can place every memory of my life either before or after this date. It's the year I became an adult. My mother died, and I created my company shortly thereafter. I definitely would not have done it if she hadn't passed away.

If your company disappeared, would it leave a gaping hole that could not easily be filled by any other enterprise on the planet?

Part of company culture is path-dependent. It’s the lessons you learn along the way.