Quotes About Company

You know, I'm behind my company. My company has been a big part of my life. And it's not that I been buying a company or that my father bought a company and tried to do something out of it. You know, it's not the same thing. It's my name, it's my company, it's my signature.

When you're in a start-up, the first ten people will determine whether the company succeeds or not. Each is 10 percent of the company. So why wouldn't you take as much time as necessary to find all the A players? If three were not so great, why would you want a company where 30 percent of your people are not so great? A small company depends on great people much more than a big company does.

Some years ago one oil company bought a fertilizer company, and every other major oil company practically ran out and bought a fertilizer company. And there was no more damned reason for all these oil companies to buy fertilizer companies, but they didn't know exactly what to do, and if Exxon was doing it, it was good enough for Mobil and vice versa.

When a change initiative is focused on changing a company's culture directly, it can take five to ten years to accomplish its objective. Company cultures don't change easily. My friend Peter Drucker used to argue that company cultures don't change at all.

It's my job for Oracle, the number two software company in the world; to become the number one software company in the world. My job is to build better than the competition, sell those products in the marketplace and eventually supplant Microsoft and move from being number two to number one.

The design and creative side is not a problem, but learning how to run a company as a young creative has been challenging. There is so much more on the business side than I ever considered when I first started making jewelry in my kitchen. It has been a challenge keeping up with the company's success, and I have had to learn from my and others' mistakes as I go.

Something worth doing might take a while, so really flesh out the potential of the business and be honest about whether it's worth doing. If it's not a $100 million company in five years, maybe it'll take 10 or 15 years. If you're doing something that has a universal, timeless need, then you need to think of the company in a timeless way.

I admire companies that have a purpose, passion, and performance. I am a fan of Unilever under its CEO Paul Polman, not only for the company's insights into women and men when they buy beauty products or skin products (the DOVE woman, the AXE man), but also as a company seeking to achieve both growth and practicing social responsibility.

My biggest fear is that we [Unilever company] at one point in time will not be able to attract the best and brightest [workers]. I don't worry so much about the business, the strategy. If we can continue to attract the best, I know they will ultimately figure out how to run the company in a very tough environment.

If a lot of people feel like this company is undervalued and go out and buy the stock, the stock price will go up reflecting the higher value of this company. You might have information because you trade with them or because you've done some research on them.

When I was in high school, I loved paintball. I saved up my allowances and started my own paintball supply company. Everyone thought I was just some obsessed kid, but today the company is one of the biggest paintball suppliers in Canada.

I suppose what one wants really is ideal company and books are ideal company.

If your company has a clean-desk policy, the company is nuts and you're nuts to stay there.

As president, I could run the Trump organization, great, great company, and I could run the company - the country. I'd do a very good job, but I don't want to do that.

My entire career has been pivoting from company to company. Some people call it lack of planning or direction, I call it flexibility and good improvisational skills.

Rex Tillerson does massive deals in Russia. He does massive deals for the company, not for himself, for the company.

We believe strongly that in the long term, we will be better served - as shareholders and in all other ways - by a company that does good things for the world even if we forgo some short term gains. This is an important aspect of our culture and is broadly shared within the company.

Misery loves company, but company does not reciprocate.

Not to perceive the little weaknesses and the idle but innocent affectations of the company may be allowable as a sort of polite duty. The company will be pleased with you if you do, and most probably will not be reformed by you if you do not.

It is much more convenient not to be a public company. As a private company you don't have to give information to the public. Secrecy is an important factor of success in the commodity business.

I believe that everybody was born with a kind of uniqueness. There is never going to be somebody else with the same DNA as you, with the same experiences. There is something that you were meant to do as an individual. You have some kind of creative skill. It can either be creating your own business in some level, being a writer, an artist, whatever, or it can even be working within a company, but from within that company you're creating something.

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.

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.

Venus [Williams] has an amazing line; I love her collection. I'm always at her office. She has an interior design company and her EleVen company. They have a wonderful office space and I'm always there for the interior part and get to see what she's doing with EleVen.

Marketing is what a company is in business to do. Marketing is a company's ultimate objective.

Your personal core values define who you are, and a company's core values ultimately define the company's character and brand. For individuals, character is destiny. For organizations, culture is destiny.

I had started at a small startup as a big-company guy. Now I was leaving a big company as a small-startup guy.

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.

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.

Khodorkovsky is richest man. And he lost everything when Putin arrested him and took his company away, and essentially took his company away, sold it, and gave it to other people, and enriched them. So, he's a complicated figure as an opposition leader, and people admire him - he was in prison, and he was very brave, and he's written some good things since then, and so on. But at the end of the day, people see him as being part of the corrupt system that has done so much to undermine the Russian system since the 1990s, and I don't know that he can ever be a really popular leader.

People are lonely. They want company and your book can provide them company and a little bit of hope. And there's nothing wrong with that.

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.

He that would run his company on visible figures alone will in time have neither company nor figures.

Good is somebody who delivered and allowed the company to overcome obstacles, without leaving a profound impact on its culture. Great is somebody who leads his company to achievements and performance and value that nobody was expecting it had.

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.

I have a company in New York City producing music for commercials, for radio, TV, features, etc. That's how I've been making my living. And now the company is very successful - to the extent that I can afford to come out and play.

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.

Most business leaders don't consider their own causality in the creation of problems. They fail to see that their company could have avoided breakdowns if they had acted differently. We tend to see problems as having been created by someone else or by the "economy". It's good to be a little introspective from time to time. Think about how your own behavior might have gotten your company into a problem, and how it may help to get you out.

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 reason people come to work for GE, they want to be apart of something bigger than themselves, they want to work for a company that makes a difference, a company that is doing great things in the world.

There's a very distinct difference between a really wonderful DIY label and a soft drink company, or a car company, or a clothing brand, and you will always understand that difference.

It's not about market share. If you have a successful company, you will get your market share. But to get a successful company, what do you have to have? The same metrics of success that your customer does.

Employees are a company's greatest asset - they're your competitive advantage. You want to attract and retain the best; provide them with encouragement, stimulus, and make them feel that they are an integral part of the company's mission.

Be transparent about company values and adhere to them as your company grows.

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.

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.