A Quote by Bill Gates

Virtually every company will be going out and empowering their workers with a certain set of tools, and the big difference in how much value is received from that will be how much the company steps back and really thinks through their business processes, thinking through how their business can change, how their project management, their customer feedback, their planning cycles can be quite different than they ever were before.
My biggest fear is that we [Unilever company] at one point in time will not be able to attract the best and brightest [workers]. I don't worry so much about the business, the strategy. If we can continue to attract the best, I know they will ultimately figure out how to run the company in a very tough environment.
The business plan should address: "How will I get customers? How will I market the product or service? Who will I target?" The principles of a business plan are pretty much the same. But after page one to two, everything is unpredictable, because costs or competition will change and you don't know how things will be received by the market. You have to be able to continually adapt. Companies that fail to adapt will die. Others are brilliant at adapting.
I really believe that the raw ingredient of any creative business is the set of experiences that the team has, the set of skills. I think a simple fact is that if you have a different set of experiences based on how you grew up or how other people perceive you, or if you have a different set of skills, that will produce a better company.
At the close of life the question will be not how much have you got, but how much have you given; not how much have you won, but how much have you done; not how much have you saved, but how much have you sacrificed; how much have you loved and served, not how much were you honored.
Everybody who goes through the business will make mistakes. The big question is how big will the mistakes be? How fast will they learn from the mistakes, and how quickly will they get the business in the correct direction?
I am a big believer that you can have a successful business and give back; it's just about the intention behind starting your business. Of course, your margins aren't going to be as good as they would be if you were just a straight consumer goods fashion company, but obviously the purpose is so much greater. It takes some balancing to figure out how much you can afford to give, but it's definitely possible - and all the more meaningful, if you can strike that balance.
For too long, our country's version of an energy policy has consisted of Americans waking up every day and wondering how much it will cost to drive to work, how much it will cost to keep their business running, how much it will cost to heat or cool their homes.
No matter how much technology changes scouting, no matter how much free agency and big TV contracts change the business of baseball, I hope and pray that the heart of the game will never change.
Be undeniably good. When people ask me how do you make it in show business or whatever, what I always tell them & nobody ever takes note of it 'cause it's not the answer they wanted to hear-what they want to hear is here's how you get an agent, here's how you write a script, here's how you do this-but I always say, “Be so good they can't ignore you.” If somebody's thinking, “How can I be really good?” people are going to come to you. It's much easier doing it that way than going to cocktail parties.
Think about when a digital business marries up with what I'll call 'digital intelligence.' It is the dawn of a new era about being a 'cognitive' business. When every product, every service, how you run your company can actually have a piece that learns and thinks as part of it, you will be a cognitive business.
What if all the forces of society were bent upon developing [poor] children? What if society's business were making people insteadof profits? How much of their creative beauty of spirit would remain unquenched through the years? How much of this responsiveness would follow them through life?
But the minute we went public on the stock market, which is how our wealth was created, it was no longer how many people you employed, it was how much you were worth and how much your company was worth.
When you're starting your own business it's really important to think through your plan: what's the idea, why is it relevant to the market, how much money you are going to invest, how are you going to tell people about it.
I'm all in favor of being able to imagine new frontiers with the aid of technologies, but I want a more compassionate approach that also recognizes that every time you're talking about new frontiers, there will be certain kinds of costs attached. There will be people who don't quite understand how to handle email who will decide to have private servers and then not know how to excuse themselves when it may be something as simple-minded as they were a little too far along in their lives to really figure out how to go back and forth between two different accounts.
The key to investing is not assessing how much an industry is going to affect society, or how much it will grow, but rather determining the competitive advantage of any given company and, above all, the durability of that advantage.
Wrong location? Move it. Wrong people? Replace 'em. Wrong industry? I don't believe it. I've got a company in the machine tools industry, and we're doing great. I'd happily go into the coal business. It's how you look at something and how it's managed that make the difference.
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