A Quote by Bill Gates

How fast a company can respond in an emergency is a measure of its corporate reflexes. — © Bill Gates
How fast a company can respond in an emergency is a measure of its corporate reflexes.
The true measure of a man is not his intelligence or how high he rises in this freak establishment. No, the true measure of a man is this: how quickly can he respond to the needs of others and how much of himself he can give.
Clearly, humans will always have a role to play in emergency response for law enforcement. But if there's an emergency, if there's a 911 call, the question is, do you want a human dashing off to respond to it right away?
I definitely see a correlation between how many things a company gets right and how fast a company grows.
it is my belief that one should learn patience in a foreign land, for I take it that this is the true measure of travel. If one does not suffer some frustration of the ordinary reflexes, how can one be sure one is really traveling?
To appropriately respond to an emergency requires a very clear mind, to cooly analyze what the observations are and how to fix it.
What could you measure? What would that cost? How fast could you get the results? If you can afford it, try it. If you measure it, it will improve.
This emergency spending measure is certainly only the beginning, since we here in Washington will continue to work closely with the president and emergency agencies to ensure they continue receiving the funding they need.
People who get higher pay are more willing to relocate--especially to undesirable locations at the company's behest... A corporate secretary may change companies in the same town; a corporate executive is more likely to change towns with the same company. A talented corporate secretary sees an invitation to relocate as an invitation; a future corporate executive sees an invitation to relocate as an opportunity--and an obligation.
There is no excuse for bad manners, except fast reflexes.
Imagine if investors in Wal-Mart really cared about bribery at that company's overseas operations or safety standards at its overseas manufacturing plants. If investors pulled their capital, corporate leaders would have to respond.
The most important thing I've learned since becoming CEO is context. It's how your company fits in with the world and how you respond to it.
Corporate identity deals with how a company is perceived. When you're working for a company, you try to determine what the optimum perception of them should be and develop a set of objectives that often take the form of reinforcing what's there that's perceived to be desirable and finding a way of dealing with misperceptions.
How slow the shadow creeps: but when 'tis past How fast the shadows fall. How fast! How fast!
The goal is to learn more about telomere length and other markers of ageing, how best to measure these markers, how they are related to health and lifestyle, and how people respond to learning their own telomere length results.
The faster you go, the more students you leave behind. It doesn't matter how much or how fast you teach. The true measure is how much students have learned.
A company needs to have good business reflexes, to be able to marshal its forces in a crisis or in response to any unplanned event.
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