A Quote by C. Northcote Parkinson
In the foundation and development of a successful enterprise there must be a single-minded pursuit of financial profit.
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Truly visionary and successful companies have discovered that there is no conflict between the pursuit of profit and having a pursuit beyond profit.
To become financially independent you must turn part of your income into capital; turn capital into enterprise; turn enterprise into profit; turn profit into investment; and turn investment into financial independence.
It must operate at a profit. You can't have any structure, especially not a long-term one, that does not have under it a firm financial foundation that can ensure its longevity.
Business isn't some disembodied bloodless enterprise. Profit is fine - a sign that the customer honors the value of what we do. But "enterprise" ( a lovely word ) is about heart. About beauty. It's about art. About people throwing themselves on the line. It's about passion and the selfless pursuit of an ideal.
I dismiss personal profit and focus exclusively on people and planet. That's what I call social business: a nondividend company dedicated to solving human problems. You can go all the way, forgetting about personal profit, being single-minded about solving problems. The company makes profit, but profit stays with the company.
I feel that the single-minded pursuit of wealth has led the middle classes into a crisis.
While they believe the pursuit of profit is important to sustaining a business, millennials also say that pursuit must be accompanied by a sense of purpose, by efforts to create innovative products or services, and, above all, by consideration of individuals as employees and members of society.
Forgive me, I must start by pointing out that three years after our horrific financial crisis caused by financial fraud, not a single financial executive has gone to jail, and that's wrong.
The surest way of achieving your goal is through the single-minded pursuit of simple actions.
Every enterprise is learning and teaching institution. Training and development must be built into it on all levels, training and development that never stop.
You must be passionate, you must dedicate yourself, and you must be relentless in the pursuit of your goals. If you do, you will be successful.
Of course we have to make a profit, but we have to make a profit over the long haul, not just the short term, and that means we must keep investing in research and development - it has run consistently about 6 percent of sales at Sony - and in service.
The orthodox doctrines of economics which were dominant in the last quarter of the nineteenth century had a clear message. They supported laisser faire, free trade, the gold standard, and the universally advantageous effects of the pursuit of profit by competitive private enterprise.
We need to reverse three centuries of walling the for-profit and non-profit sectors off from one another. When you think for-profit and non-profit, you most often think of entities with either zero social return or zero return on capital and zero social return. Clearly, there's some opportunity in the spectrum between those extremes. What's missing is the for-profit finance industry coming in to that area. Look at the enormous diversity of the for-profit financial industry as opposed to monolithic nature of the non-profit world; it's quite astonishing.
Everyone has the ability to build a financial ark to survive and flourish in the future. But you must invest time in your financial education to build an ark with a solid foundation.
Successful entrepreneurship is ultimately a matter of flair. But there is also a fund of practical knowledge to be acquired and, of course, the right legal and financial framework has to be provided for productive enterprise to develop.
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