A Quote by Chris Hughes
Mostly what I'm focused on is finding people who are younger who haven't built companies before but have a good idea.
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I've done a lot of odd jobs, including waitressing, which most actors have done. I was a busboy - girl - when I was younger and sold things at little fairs when I was younger. I mostly related the role to being a waitress and having to deal with customers. There are good people and some not-so-good people.
I get younger people who watch Conan or The Daily Show, but before that it was mostly people who knew me from public radio. Those people are kind of old.
Having been a venture-backed CEO, and having an established background in working with consumer-focused companies, I've built a strong network of entrepreneurs and people who can help startups.
So, yeah, I think it had a major effect. I think in franchising younger people, it was just an idea that's never been trotted out before, but it makes perfectly good sense.
Now the Japanese companies are more focused on that. To have two independent directors - I think it's good to have outside people look at you and think of what you could be doing better. Those are voluntary, but most of the companies told me they're going to do it. And I think it's good for them to say our returns on equity, for example, should be higher. Also, I think some could be more ambitious.
That's one of the hardest parts of putting together an album - finding that concept, that unifying idea. Especially as I write mostly in instrumental music, the idea of having a central concept that unifies the music is very important to me.
I have invested in companies. I have worked in companies. We have built companies; we have created jobs.
The idea of confidence, of the emotions of the population, is an incredibly important one in economics. John Maynard Keynes called it 'animal spirit.' And if people are feeling generally good about the future, they're more likely to spend money, to start new companies; companies are more likely to hire people, make investments.
Not one of the good-to-great companies focused obsessively on growth.
There are a lot more companies with a lot younger people. It is just like 23-year-olds are starting companies, and they are scaling really quickly.
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.
One of the biggest problems of 'In Search of Excellence' is that it focused on giant, publicly-traded companies. There are thousands upon thousands of excellent companies. Some of them are two-person accountancies in a community of three thousand people.
People believe that companies have always had strategies, dating back at least to likes of Henry Ford or Andrew Carnegie, maybe to the contractors who built the Pyramids. As it turns out, it was only in the 1960s and 1970s that a new breed of "business intellectuals" began to develop the intellectual framework that allowed companies to look at the three "C's" of any good strategy - namely their costs, customers, and competitors - in an integrated way.
Growth is kinda built into everyone's genes. It's built into management's genes, the salesman's genes, the investors' desires. People expect companies to grow.
We have built a very good company, and we're proud of it. We also recognize that much of it has been built on the shoulders of the thousands of employees and leaders who have worked here before us.
Oil companies have gas stations. There's this whole huge structure that is about finding a new liquid for the tank. And the idea that maybe there shouldn't be a liquid, that maybe the best is an electrical grid, a sustainably powered electrical grid that we all plug into, that doesn't sit well with oil companies.
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