A Quote by Ashok Soota
Companies come to us because they think we can quickly turn around things in 3 or 5 months and that's really our sweet spot. When you're a large company, you need projects that are several hundred million worth.
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I don't see any particular sweet spot. But I do see sweet stocks that I really love and like and think are going to do well. And one is a company that probably makes that beautiful toenail polish you've got on. A company called Ulta. And it has just beautiful beauty salons all over the country.
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.
That is the spiral galaxy in Andromeda. It is as large as our Milky Way. It is one of a hundred million galaxies. It consists of one hundred billion suns. Now I think we are small enough.
Well, one measure of a good life, I think, is to be engaged in projects that one thinks are meaningful and worthwhile. So I would put the emphasis of a good life on activity, on the walk rather than the destination, and I think that most of the things that any of us do that are really valuable and really important are projects that we really shouldn't expect to be completed in our lifetime because if they could completed in our lifetime, they probably wouldn't be so important that we should devote our lives to them.
South Korea's investment in Russia has not been smooth, ... Korea had planned to carry out 126 investment projects worth 273 million, but in reality, only 91 projects worth 137 million are under way.
Every bad decision I've made has been based on money. I grew up in the projects and you don't turn down money there. You take it, because you never know when it's all going to end. I made Cop III because they offered me $15 million. That $15 million was worth having Roger Ebert's thumb up my ass.
I think the single biggest turn off is people who think that they need money and they need all these people around them so if they get the money they can just buy all the things they need to help the company... [without] hav[ing] to put in the work themselves.
The trouble with integers is that we have examined only the very small ones. Maybe all the exciting stuff happens at really big numbers, ones we can't even begin to think about in any very definite way. Our brains have evolved to get us out of the rain, find where the berries are, and keep us from getting killed. Our brains did not evolve to help us grasp really large numbers or to look at things in a hundred thousand dimensions.
You need to ask yourself, ‘Where do you want to work: startups, mid-size or large companies?’ If you find yourself debating the ‘startup versus large company’ choice you’ve already chosen the big company. Entrepreneurship isn’t a career choice it’s a passion and obsession.
Companies need to have a lot more flexibility with their people... . If somebody wants to golf around the world for two months, okay, well, maybe on an unpaid basis, let them do it. That sort of flexibility I think is incredibly important because most of our time, we spend at work.
God reminds us again and again that things between He and us are forever fixed. They are the rendezvous points where God declares to us concretely that the debt has been paid, the ledger put away, and that everything we need, in Christ we already possess. This re-convincing produces humility, because we realize that our needs are fulfilled. We don’t have to worry about ourselves anymore. This in turn frees us to stop looking out for what we think we need and liberates us to love our neighbor by looking out for what they need.
Blitzscaling is what you do when you need to grow really, really quickly. It's the science and art of rapidly building out a company to serve a large and usually global market, with the goal of becoming the first mover at scale. This is high-impact entrepreneurship.
Venture capitalists buy minority positions in young companies they think will grow quickly; buy-out investors buy most or all of companies they think can be turned around by fixing a few basic things.
Telecommuting has its advantages and it has its limits. I think we need to find that sweet spot in between where it helps the environment, it helps people, but it doesn't alienate us and it doesn't cause our organizations to fall apart by centrifugal force.
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.
Photos tend to organize chaos, to define what we're doing here. It is essential that individuals' voices depict the world around us, as we are increasingly controlled by large institutions, large companies and large systems.
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