A Quote by Ben Horowitz
When screening engineers from other companies, its smart to value engineers from great companies more than those from mediocre companies.
Related Quotes
I think that we can all learn from what smart companies are doing. My objective is to demonstrate what's possible, even during tough economic times. This is a period of great business dislocation, but that means it's also the time to try new things. This will be a challenge for existing companies. But the behaviors of smart companies can be learned.
Music companies are not technology companies any more than technology companies are music companies. They're really different from each other.
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.
Civil engineers build bridges. Electrical engineers, power grids. Software engineers, apps. From the engineers who created the Great Pyramids to the engineers who are designing and developing tomorrow's autonomous vehicles, these visionaries and their tangible creations are inextricably linked.
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.
Before, companies and startups had to lay up all this capital for data centers and servers, and take your scarce resource, which in most companies is engineers, and have them work on the undifferentiated heavy lifting of infrastructure. What the cloud has done is completely flipped that model on its head so that you only pay for what you consume.
Bad companies are destroyed by crisis. Good companies survive them. Great individuals, like great companies, find a way to transform weakness into strength.
Trust-me companies are companies whose financial results gallop ahead of their businesses, companies with seemingly perfect control over their quarterly sales and profits. Companies whose financial statements are loaded with footnotes: companies that short-sellers often attack but rarely dent.
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.
Technology frightens me to death. It's designed by engineers to impress other engineers, and they always come with instruction booklets that are written by engineers for other engineers - which is why almost no technology ever works.
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.
You can create value with breakthrough innovation, incremental refinement, or complex coordination. Great companies often do two of these. The very best companies do all three.
There are 1600 German companies active in India, and some of them are more than 100 years old. Our companies value India as a location for manufacturing and as a market.
What makes Silicon Valley really work? It's a unique combination of great educational institutions - especially at Stanford - that generate engineers and a culture that starts companies.
Let's face it: Engineering companies in general have more men than women. Google has tried really hard to recruit women. On the other hand, we have a standard. Google tries to recruit the best engineers.
Companies should not have a singular view of profitability. There needs to be a balance between commerce and social responsibility... The companies that are authentic about it will wind up as the companies that make more money.
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