A Quote by Azran Osman Rani

Rarely does a candidate think ahead and take the time to understand what the hiring company's priorities are, and then carefully presents himself as a 'solution' to the company's existing gaps/needs.
Understand this - as a new company, if you don't know how to get interested prospects into your company, then you don't have a company. At the same time, if you, as a owner, have to drive every lead into your business, then you need a real lead generation strategy.
If the only common thread you have as an industrial company is the fact that you think you're well managed, you can still be a pretty good company, but you're not going to be a dominant company, a competitive company over time.
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 biggest challenge is to build the team and start the company, while hiring people, raising money, building a brand which has no history, all at the same time. You're doing a lot of things that in an established company are already done.
We find that when we make an acquisition, or we have a hiring experience, that's one of the hardest things to change. If you've been working for a company where you didn't dare challenge your boss, or what's politically correct in the company, then it affects your career.
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.
Once a company develops out of its consumer base, you will often see a well-funded multinational company come in and take over that space. The black-owned company either stays a niche company or just disappears. This is something we don't want to happen.
Why would you invest in a company which is out of synch with the needs of society, that does not take its social compliance in its supply chain seriously, that does not think about the costs of externalities or of its negative impacts on society?
I myself saw Yahoo become a $100 billion company and then become a $10 billion company, so you always have to look at valuations with a grain of salt and understand it is a point-in-time measure.
I believe the digital world presents tremendous opportunities for the producers who understand it, and I am launching a digital production company, iMan Productions, to take advantage of this opportunity.
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.
Beats is inherently different: the company is a consumer electronics company but also a media company; a packaged goods company but also an entertainment company.
We are building a company, Gemini, and the ETF, which is another company. I don't know if we're experts, but the goal is not to be an expert but to change the world. Does Richard Branson understand all the physics behind his space craft? I'm not sure.
One classic mistake is when people give the impression that they just want a job, not this job or this company in particular. From a hiring manager's perspective, you're looking for someone who is excited about this role or this company.
As you start the company, you start spending spending spending ahead of revenue but then you come out of it and very quickly you should become a company that spends less than it makes. And what I mean by very quickly, is that window of time should be in that 6 to 8 year time frame. And the reason is because if you build your business model correctly it's almost unavoidable.
Rex Tillerson does massive deals in Russia. He does massive deals for the company, not for himself, for the company.
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