Quotes About Company

Shareholder activism is not a privilege - it is a right and a responsibility. When we invest in a company, we own part of that company and we are partly responsible for how that company progresses. If we believe there is something going wrong with the company, then we, as shareholders, must become active and vocal.

I used to believe that you could change the culture or behavior of a company. I still believe it's possible, but it is at least a five to ten year process, if you are successful at all. More recently, I have been attracted to the ideas of the behavioralist, Edgar Schein. Schein has argued that you cannot change the culture of a company, but you can use the culture of a company to create change. It's an interesting approach to overcoming resistance. And if you can change how a company does its work, you might eventually be able to change how its people think.

When a company creates a product that directly or indirectly adversely impacts the health of people, that product must be regulated. The process by which its created must be regulated. No company has the right to injure people. No company.

When you take a look at the transition from server software to Azure, what's going on in terms of cloud infrastructure, the company is absolutely the No. 1 company serving enterprise backbone needs, which is fantastic. It's making the migration to cloud. We started a good thing with Azure, and the company has made well more than two years of progress in terms of being able to compete with the right cost profile, margin structure, and innovation versus Amazon.

People have said, 'Why don't you make your own company like Chan-wook Park has his own company,' but my head is full of writing and directing and I don't feel like I want to run a company. That's not really within my personality as well.

I never said that I wanted to be the only company, is it my fault that I ran my company well? Wouldn't you want the best for your company? Also consider that I started of small.

Most artists have contracts directly with the record company, and when they do music, all of their music is owned by the record company. But I did mine through a production company.

One of the reasons for The Walt Disney Company's long- term success is really the first of Dr. Deming's famous points, "create constancy of purpose." In his professional career, Walt's major passion was to provide the finest in family entertainment. For the most part, for nearly a century, the Company has stayed true to that legacy, and has set the standard for the entire entertainment industry.

"Stuffed and Unstrung" started as a workshop, actually, classes within our company. We found that our puppeteers were not ad libbing as well as traditionally, Jim Henson Company puppeteers have. We're sort of famous for going off script a little bit and ad libbing.

I absolutely don't dislike children - I would choose their company over adult company any time.

What we are trying to do at Virgin is not to have one enormous company in one sector under one banner, but to have two hundred or even three hundred separate companies. Each company can stand on its own feet and, in that way, although we've got a brand that links them, if we were to have another tragedy such as that of 11 September - which hurt the airline industry - it would not bring the whole group crashing down.

Let's say a startup is hot. It ships something great, and it achieves success. Thus, it's able to attract the best, brightest, and most talented. These people have been told they're the best since childhood. Indeed, being hired by the hot company is "proof" that they are the A and A+ players; in fact, the company is so hot that it can out-recruit Google and Microsoft.

I was working with an extraordinarily successful company that was doing a CEO succession, and the board was discussing the threats to the business. They were enormous, despite the company's strong market position. I then realized that there were no longer just turn-around periods for companies in trouble, that now variables that could drastically effect any business's profitability were not going to go away.

I'm out talking about this company (General Electric) seven days a week, 24 hours a day, with nothing to hide. We're a 130-year-old company that has a great record of high-quality leadership and a culture of integrity.

The New York Times is the greatest media company around, arguably, and the people at the New York Times know a lot more about making a giant successful media company than I do.

Virtually every company will be going out and empowering their workers with a certain set of tools, and the big difference in how much value is received from that will be how much the company steps back and really thinks through their business processes, thinking through how their business can change, how their project management, their customer feedback, their planning cycles can be quite different than they ever were before.

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.

And if you're going to be a leader, you know what I ask myself? Would I want to work for you in this job? Would I let my children work for you? Would I give you this job if I wasn't there to provide oversight? If you went to run another company, would I, as an investor, invest in that 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.

So every dollar of income that I have that is potentially taxed away is a dollar I can't put in my company to create a job. My entire company is around job creation.

Me and my family growing up, we cleared our land built our homes and all that. So, I was very well knowledgeable in the construction world. That turned into a commercial development company and construction company.

If you cannot sell, you cannot be an entrepreneur. If you cannot sell, you cannot raise money. if the thought of sales terrifies you, get a job at a dept. store and start there. Or get a job with a company like Xerox that requires that you go around to businesses and knock on doors. As your courage increases, you may want to try a company in network marketing or direct sales that is willing to train you.

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

Look upon him who shows you your faults as a revealer of treasure: seek his company who checks and chides you, the sage who is wise in reproof: it fares well and not ill with him who seeks such company.

Everybody likes to win. I don't care if you work for a small plumbing company or the most successful company in the world. There's a special flavor to winning.

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.

If you want to create a memorable company, you have to fill your company with memorable people.

We have built a company with a business mix and operating system that will allow us to deliver record results in any foreseeable economic climate, ... We have just completed a very successful management transition and I've never been more confident about the company's future.

I'd rather spend half an hour in the company of a top carpenter, than three hours in the company of an average brain surgeon

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.

Often, there is no correlation between the success of a company's operations and the success of its stock over a few months or even a few years. In the long term, there is a 100 percent correlation between the success of the company and the success of its stock. This disparity is the key to making money; it pays to be patient, and to own successful companies.

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.

The plate tectonics of media have shifted where NBC had to become a new media company from an old media company.

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.

We think of Starbucks not as a coffee company but a media company.

For some years now I have been considering the idea of making a watch that our agents could sell at a more modest price than our Rolex watches, and yet one that could attain the standards of dependability for which Rolex is famous, I decided to form a separate company, with the object of making and marketing this new watch. It is called the Tudor Watch Company.

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

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

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.

Having a company that's successful is a wonderful platform to do new things. You don't have to raise money for it; you can take profits from the company and pump them into new business.

Hollywood is a cross between a health farm, a recreation center and an insane asylum. It's a company town, and I happen to like the company!

Growth isn't central at all, because I'm trying to run this company as if it's going to be here a hundred years from now. And if you take where we are today and add 15% growth, like public companies need to have for their stock to stay up in value, I'd be a multi-trillion-dollar company in 40 years. Which is impossible, of course.

I've always wanted to help build a better society and build a better company, and I always wanted a healthy, vibrant company, a healthy, vibrant society. We take care of our people, we provide them with opportunity. But I've always believed business is here to serve your clients, your shareholders, your communities. If we do this well, everyone benefits. We have to do a good job for all of them.

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.

The company that employed me strived only to serve up the cheapest fare that the customer would tolerate, churn it out as fast as possible, and charge as much as they could get away with. If it were possible to do so, the company would sell what all businesses of its kind dream about selling, creating that which all of our efforts were tacitly supposed to achieve: the ultimate product -- Nothing. And for this product they would command the ultimate price -- Everything.

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.

Indian men are still used to the traditional role given to women; they want intelligent girls for company but not to marry... they have yet to taste and relish the company of mature women.

The cynic who twitted Aristippus by observing that the philosopher who could dine on herbs might despise the company of a king, was well replied to by Aristippus, when he remarked that the philosopher who could enjoy the company or a king might also despise a dinner of herbs.