Chinese companies - telecommunications and technology companies - are some of the best internationally. Taobao, WeChat, Huawei - not only are they large companies, but they're also very technologically advanced.
Music companies are not technology companies any more than technology companies are music companies. They're really different from each other.
Even companies with big resources were not creating spaces supportive of their teams. We see that in creating those types of spaces, there is an amazing human potential for excitement and happiness. Especially among companies trying to serve a younger, more innovative workforce.
In Europe, we don't only take offence when one company is treating another company in a way that's illegal. We also look at if governments are joining up with companies that makes it more difficult for other companies. We also see that sometimes government actions can make it very difficult for businesses to compete on their merits.
There is this broad, broad recognition of how technology is enabling new things. Companies that never paid attention to computers in any form now see digital technology as creating threats and opportunities for them.
I think [GMO] is one area where the is a need for legal regulations to make sure that companies - because at the moment, companies are the ones that have this technology - will not use this technology in a way that could adversely affect the people.
Traditional companies have to start looking into themselves to offer more opportunities in their companies by starting new subsidiaries and joint ventures.
In my job I meet many outstanding, world class, British based companies. But we need more companies and more jobs in the companies we have.
I see a lot of tech companies developing technology here and selling it abroad, but I don't see new factories being built, and that worries me, because it means we are not creating the jobs that will guarantee a good life for Israelis.
At 25, I made many companies. I was thinking more like a businessman or entrepreneur than a CEO. I created many companies, small companies, medium companies. I tried to be involved in many kinds of activities, in finance, in real estate, in mining.
When the trust is high, you get the trust dividend. Investors invest in brands people trust. Consumers buy more from companies they trust, they spend more with companies they trust, they recommend companies they trust, and they give companies they trust the benefit of the doubt when things go wrong.
I don't create companies for the sake of creating companies, but to get things done.
There is more interest in what is occurring in technology companies that impact news. Such companies don't have the same sense of transparency about what they do. They have a tradition of secrecy about products, mores and decision-making that goes along with Silicon Valley and intellectual property and technology. You cannot step onto the grounds of Google without signing a Non-Disclosure Agreement. That industrial secrecy mentality exists along with a theoretical sensibility about transparency on the Web, which is different than transparency inside companies that profit from the Web.
If you think about companies that were built in Silicon Valley, a lot of them early on were chip companies. And now the companies that are there, like Apple, are much more successful than any of the chip companies were.
The companies sending Alabama-made products to markets across the world are not just large, multinational companies, but also small and medium-sized companies located in communities across the state.
Technology is always evolving, and companies.. not just search companies.. can't be afraid to take advantage of change.