A Quote by Douglas Leone
In a globalized world, one application can spread like wildfire and there's only one winning company, which means you have to invest more than you've ever had.
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Ebola isn't a respiratory virus. It doesn't spread through the airborne route. So it's not likely to spread like wildfire around the world and kill tens of thousands or hundreds of thousands of people. That's what I think of as the next big one.
Slack spread through businesses like wildfire, initially in the tech and media sectors, but now much more widely. At its public launch in February 2014, it had 17,000 users. As of April 1st, 2016, that number had rocketed to 2.7 million daily active users.
It hurts like hell when the world won't invest in you. But it's excruciating, almost more than you can bear, when you don't believe and invest in yourself.
We have to be cautious, we can't let negativity spread like wildfire.
New words can spread like wildfire thanks to social media - you only have to look at 'mansplaining' and 'milkshake duck' to see language evolution at work - so why not old ones too?
A company has only so much money and managerial time. Winning leaders invest where the payback is the highest. They cut their losses everywhere else.
Winning doesn't always mean being first. Winning means you're doing better than you've ever done before.
If any country was a mine-shaft canary for the reintroduction of cholera, it was Haiti - and we knew it. And in retrospect, more should have been done to prepare for cholera... which can spread like wildfire in Haiti... This was a big rebuke to all of us working in public health and health care in Haiti.
So here we are in a country with more wheat and corn and more money in the bank, more cotton, more everything in the world-there's not a product that you can name that we haven't got more of than any other country ever had on the face of the earth-and yet we've got people starving. We'll hold the distinction of being the only nation in the history of the world that ever went to the poor house in an automobile.
When in 1969 I became publisher of the 'Washington Post' as well as president of the company, my plate was fuller than ever. I had partly worked myself into the job but not, except for rare occasions, taken hold. I had acquired some sense of business but still relied on others more than most company presidents did.
Without an adequate response, an epidemic can develop into a pandemic, which generally means it has spread to more than one continent.
A world community can exist only with world communication, which means something more than extensive short-wave facilities scattered; about the globe. It means common understanding, a common tradition, common ideas, and common ideals.
When you manage a big team like River Plate or Madrid, they are used to winning titles. The people are happy, but they are used to it. When you have an achievement like I had in Villarreal, reaching the semi-final of the Champions League, finishing second in the league, it's more than winning a title. It's more.
One of the things that I realized when I left office was that in the 1990's citizens across the world applied more power than they had ever had, as compared with the government, because of more people living under democracies than dictatorships for the first time, the power of the internet, which the young Chinese used to basically change China's policy on the SARS epidemic, and shut it down, and because of the rise in non-governmental organizations like my foundation.
People ought to invest in us because they like our company and the way they run it. We still do quarterly earnings guidance, but we tell people openly that they ought to look at the company for the long term and that's how they ought to invest.
The psychology of the saver and the psychology of the investor is very closely connected with Keynes' distinction between risk and uncertainty. When the future is uncertain, he thought that a lot of saving would be directed towards securing, securing more, getting more security in the present, rather than building wealth in the future, which was the classical view, you save in order to invest, in order to consume more later on. What he had called the propensity to hoard or liquidity preference would normally be stronger than the inducement to invest.
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