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.

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.

The company [Microsoft] really has to chart a direction in mobile devices. Because if you're going to be mobile-first, cloud-first you really do need to have a sense of what you're doing in mobile devices. I had put the company on a path. The board as I was leaving took the company on a path by buying Nokia, they kind of went ahead with that after I told them I was going to go. The company, between me and the board, had taken that sort of view. Satya, he's certainly changed that. He needs to have a clear path forward. But I'm sure he'll get there.

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.

Speaking about our largest oil company Rosneft, and I recalled in the beginning that almost 20 percent of it [19.7] belongs to BP. Who's company is that? British Petroleum, isn't it? I suppose that is not bad. I have to tell that British Petroleum's capitalization is significantly related to the fact that it owns more than 19 percent of Rosneft, which has vast oil reserves both in Russia and abroad. This has its impact on the company's stability as well.

I've had a terrific life, from building one company to be the second largest company in the securities industry and merging that into American Express, and becoming president of that company.

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.

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.

Do I regret taking the company public? Yes and no. Yes, because it put us under enormous pressure for a young company to go public at that point in its history, something you never could have done in the old days.

However, given the fact that the State has a controlling stake in the company [Rosneft], it might not be the best course of action when one company under State control buys another one fully owned by the State. This is one point.

Remember that in 1993 a company with a bad Web site needed an engineer. Today, a company with a bad Web site needs a psychiatrist.

Thoughts mold your features. Thoughts lift your soul heavenward or drag you toward hell. … As nothing reveals character like the company we like and keep, so nothing foretells futurity like the thoughts over which we brood. … To have the approval of your conscience when you are alone with your thoughts is like being in the company of true and loving friends. To merit your own self-respect gives strength to character. Conscience is the link that binds your soul to the spirit of God.

As far as the lawsuit, yes, when I was very young, I went into my father's company, had a real estate company in Brooklyn and Queens, and we, along with many, many other companies throughout the country - it was a federal lawsuit - were sued. We settled the suit with zero - with no admission of guilt. It was very easy to do.

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.

Even the company of the mad was better than the company of the dead.

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?

I have to have the sensibility to keep Versace company in good shape because there are so many people working for it, and we need to have the company grow and also be relevant. So I work very hard for all that to happen, and I wish people would know me for that and be satisfied.

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.

I'd like to build my company and make a bigger company always, but I think in the behind the scenes arena is where I'd prefer to spend my time.

Is not disease the rule of existence? There is not a lily pad floating on the river but has been riddled by insects. Almost every shrub and tree has its gall, oftentimes esteemed its chief ornament and hardly to be distinguished from the fruit. If misery loves company, misery has company enough. Now, at midsummer, find me a perfect leaf or fruit.

There's real "right brain" creativity that goes into all of the organizational processes that a company utilizes and must continually reinvent in order to conduct its business. But there are also the "left brain" accounting functions that must continually ask how the company is doing financially and whether the creative processes are working for the bottom line.

Tomorrow always arrives. It is always different. And even the mightiest company is in trouble if it has not worked on the future. Being surprised by what happens is a risk that even the largest and richest company cannot afford, and even the smallest business need not run.

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.

We didn't really start the company to go build an enterprise software company.

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

Instead of instilling fear, if a company offered a way for everyone in the business to dive within-to start expanding energy and intelligence-people would work overtime for free. They would be far more creative. And the company would just leap forward. This is the way it can be. It's not the way it is, but it could be that way so easily.

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.

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.

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!

I realized why I need to start a new company. Not for the money. Not because I'm 'bored'. But because a company is a laboratory to try your ideas.

He who must needs have company, must needs have sometimes bad company.

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 saved $725 million on the 90 planes. Just 90. Now there are 3,000 planes that are going to be ordered. On 90 planes I saved $725 million. It's actually a little bit more than that, but it's $725 million. Gen. Mattis, who had to sign the deal when it came to his office, said, "I've never seen anything like this in my life." We went from a company that wanted more money for the planes to a company that cut. And the reason they cut - same planes, same everything - was because of me. I mean, because that's what I do.

I built a massive company, a great company, some of the greatest assets anywhere in the world, worth many, many billions of dollars.

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.

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.

Barrels are very difficult to find. But when you have them, give them lots of equity. Promote them, take them to dinner every week, because they are virtually irreplaceable because they are also very culturally specific. So a barrel at one company may not be a barrel at another company. One of the ways, the definition of a barrel is, they can take an idea from conception and take it all the way to shipping and bring people with them.

In your company or industry, work every job in that industry. It's the only way of having a complete understanding of your people and your company.

Believe it or not, your company, and even the industry, is not the opportunity. You are. Your company and Network Marketing are simply the vehicles that allow you to express your own inherent opportunity.

Your brand is formed primarily, not by what your company says about itself, but what the company does.

A mere 7% of employees today fully understand their company's business strategies and what's expected of them in order to help achieve company goals.

I writhe when I see myself on the screen. I'm such a dreadfully clumsy hulking image. I say to myself, "Why doesn't he get off? Why doesn't he get off?" I mean, I look like such an idiot. Some fat awkward thing dredged up from some third-rate drama company. I must stop thinking about it, otherwise I shan't be able to go on working.

I am not an educated person. I didn't come up through a ballet company. I came up through burlesque. So I have a lot of inferiority feelings concerning my own lack of education, my entry into show business. I'm not a Baryshnikov. I'm not a Nureyev. I came up in vaudeville. Strippers. So I've always had these feelings. But I think they've also helped me.

Having spent time around "sinners" and also around purported saints, I have a hunch why Jesus spent so much time with the former group: I think he preferred their company. Because the sinners were honest about themselves and had no pretense, Jesus could deal with them. In contrast, the saints put on airs, judged him, and sought to catch him in a moral trap. In the end it was the saints, not the sinners, who arrested Jesus.

Clearly any film company that makes a film is always going to talk about sequels particularly if they see something as being successful, which Werewolf was.

Believing everything your child does wrong is entirely down to the company he or she keeps.

When I was 18 years old I went to Shakespeare Company, the school, and I wrote a poem about my leaves - I felt like a tree that had no leaves. That is the life at 18.