A Quote by Barbara Ehrenreich
Employers have gone away from the idea that an employee is a long-term asset to the company, someone to be nurtured and developed, to a new notion that they are disposable.
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Some good employers provide people benefits. Many do not. The ones that do not tend to be the low end of the pay scale. This program will give those employers a way to support their employees. The employees will get this benefit, making it more likely that their employee will come back to them - that's a benefit for the employer over the long term and a benefit for the employee and all the while supporting families in their time of need.
In the long-term, security comes from an asset you create or acquire, not a position in someone else's asset.
Being captive to quarterly earnings isn't consistent with long-term value creation. This pressure and the short term focus of equity markets make it difficult for a public company to invest for long-term success, and tend to force company leaders to sacrifice long-term results to protect current earnings.
Everything is disposable now: disposable lighters, disposable blades, disposable stars. They inflate you up for one big deal and then they look for someone else.
The most important thing that a company can do in the midst of this economic turmoil is to not lose sight of the long-term perspective. Don't confuse the short-term crises with the long-term trends. Amidst all of these short-term change are some fundamental structural transformations happening in the economy, and the best way to stay in business is to not allow the short-term distractions to cause you to ignore what is happening in the long term.
I'm not sure the notion of employee or job is going to survive the transition over the next couple of decades. The very notion of a fulltime job will seem as quaint in 20 years as the notion of someone getting a gold watch at their retirement in the 1950s.
When you work for a company you always, well I know, I try to give advice to young kids and other peers that when you work for a company you just don't want to be an employee, you want to be an asset.
Volatility is a symptom that people have no idea of the underlying value-that they have stopped playing the asset game. They're not buying because it's a company with certain attributes. They're buying because the price is rising. People are playing games not related to any concept at all of what the long-term value of the enterprise is. And they know it.
I think the tradition of philanthropy is far better developed in the U.S. than in India, as is the whole notion of giving away 50% of your wealth while you are still living and not waiting till you're gone.
The New Labour doctrine that skills training was the responsibility of employers was flawed. The idea that employers should take on a bigger role ignores the reality that employers have no incentive to train staff to leave. We can hardly expect Tesco to train checkout staff to become dental nurses.
The company has been clear from the start that we try to serve customers long-term, and long-term investors are going to be more excited about Amazon than short-term investors.
We can extrapolate from the study that for the long term individual investor who maintains a consistent asset allocation and leans toward index funds, asset allocation determines about 100% of performance.
Every improvement or innovation begins with an idea. But an idea is only a possibility - a small beginning that must be nurtured, developed, engineer, tinkered with, championed, tested, implemented and checked ideas have no value until they are implemented.
To generate any appreciable degree of long-term affluence requires scrupulous honesty and the willingness to honor long-term agreements with employers, suppliers, partners, and especially customers. The flimflam artist may generate a few quick bucks through fraud or misrepresentation, but no successful and lasting business enterprise was ever founded on such principles.
We didn't have our online service developed. We had never shipped a console game before as a company. So we were developing a lot of new competencies as a company and assembling a new team.
The talented employee may join a company because of its charismatic leaders, its generous benefits, and its world-class training programs, but how long that employee stays and how productive he is while he is there is determined by his relationship with his immediate supervisor.
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