A Quote by Debbie Millman
Many brands have lost their way in the process of evolving from a small company to a much bigger corporation.
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People have learned a lot about my company and now they realize, my company is much bigger, much more powerful than they ever thought. We're in many, many countries, and I'm very proud of it.
Microsoft is a much bigger company than Qualcomm - a much bigger company - and there were a few days where I thought, 'I don't know if I can do this. It's huge.' My job was to come into the company and grow new businesses, and I thought, 'I'm not sure,' but it's all worked out pretty well.
When I arrived in Ford, a decision was made to sell many marquee brands. This was because 85 per cent of the sales were from Ford and Lincoln brands. We were clear that for the company's strong future, we needed to focus on the Ford brands.
Bigger brands like Shinola are capitalizing on what all of us small companies did. Shinola is just totally fake. It's a corporate entity that's taking advantage of what everybody else has done. They say it's all about made in U.S., but one Wal-Mart hires more employees than their whole company.
I try to give as much blanket forgiveness as much as possible in my life because that's the only way you can get past things and move forward. But, conversely, I'd like to be forgiven. In many ways, that's the bigger leap, the bigger transformation and the bigger step forward.
My advice is very simple: if you can win a small battle, it gives you confidence in the political process to take on bigger battles, and so it is very much a bottom-up grass-roots way of doing politics.
There was great political uncertainty in South Asia at the time of the Buddha. The older small tribal societies were cracking up and gave way to bigger states. There was much more trade and travel going on than before. To people in the cities the experience of living in a small place where you knew everyone and governed your affairs by consensual democracy had been lost.
We got bigger, much scarier competitors. We ended up with Microsoft, a company with all the money in the world, the way I look at those guys. And IBM, another company that, historically, dwarfed us.
There are certainly valid reasons for taking a company private, and it's also possible that C.E.O.s perform better when monitored by a small number of owners in a private company rather than by the dispersed and often uninterested shareholders of a public corporation.
Evolving our culture to operate and think differently is no small task. We are challenging our employees to be the best of both small and big companies - they should operate with the soul and spirit of a startup, while leveraging the scale, resources and capabilities of Campbell - with the goal of ultimately becoming the biggest small company.
There's a great debate going on, you know, on whether we're moving toward a system of giant oligopolies or a system of multiples of small businesses. Which is it? I think it's both. In every sector of the economy, we have giant brands that are trustworthy guides to what's good, and then a vast number of small groups, many of them project-based, sometimes folding and re-creating, that are offering products and services through those giant global brands.
See, the ‘small stuff’ is what makes up the larger picture of our lives. Many people are like you, young man. But their perspective is distorted. They ignore ‘small stuff,’ claiming to have an eye on the bigger picture, never understanding that the bigger picture is composed of nothing more than-are you ready?- ‘small stuff’.
John W. Snow was paid more than $50 million in salary, bonus and stock in his nearly 12 years as chairman of the CSX Corporation, the railroad company. During that period, the company's profits fell, and its stock rose a bit more than half as much as that of the average big company.
The nearest the modern general or admiral comes to a small-arms encounter of any sort is at a duck hunt in the company of corporation executives at the retreat of Continental Motors, Inc.
I do think a lot of brands shy away from politics, and that's a shame. I want BOB to be political, despite us being a small independent company.
As I've progressed in my career, I've come to appreciate - and really value - the other attributes that define a company's success beyond the P&L: great leadership, long-term financial strength, ethical business practices, evolving business strategies, sound governance, powerful brands, values-based decision-making.
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