A Quote by Eric Bischoff

Turner Broadcasting went from a very entrepreneurial, risk-taking company where I had a tremendous amount of freedom and autonomy to a corporate, bureaucratic nightmare. — © Eric Bischoff
Turner Broadcasting went from a very entrepreneurial, risk-taking company where I had a tremendous amount of freedom and autonomy to a corporate, bureaucratic nightmare.
In our case, one of my earliest experiences working in the company was being asked to be on Ted Turner's board, and I saw that the value creation from owning networks was stunning - new channels, international opportunities, synergy, many things that Turner Broadcasting built for decades.
My mom started an air-freight company; my grandmother built a golf course. I have a certain degree of entrepreneurial risk-taking in my family history. Maybe that eventually rubbed off on me a little bit.
There's lots of things that can be solved with cash. And there's occasional things that can't be solved with cash, which become a bureaucratic nightmare for some reason, and there's no distinction between the two. There's no way of reading a situation and saying, "Yes, that'll be a bureaucratic nightmare, but that one we'll be able to buy off." It just depends on the day, apparently.
One of the advantages and disadvantages of WCW had to deal with was being a member of Turner Broadcasting.
I'd gotten myself into a kind of journalism that wasn't really compatible with rearing an infant. I'd been a foreign correspondent for a long time and had this subspecialty in covering catastrophes. It had spoiled me a little because you have a tremendous amount of autonomy, and I couldn't really see being an editor in an office.
The risk of working with people you don't respect; the risk of working for a company whose values are incosistent with your own; the risk of compromising what's important; the risk of doing something that fails to express-or even contradicts--who you are. And then there is the most dangerous risk of all--the risk of spending your life not doing what you want on the bet that you can buy yourself the freedom to do it later.
I'm in favour of entrepreneurial, risk-taking businesses that create great products and services.
Risk taking and the drive to pursue innovative ideas are the fuel that stokes the entrepreneurial spirit.
A lot of broadcasting, I think, is doing a tremendous amount of preparation and trying to act like, 'Oh, this thought is just occurring to me right now' - and speaking sincerely.
Every press secretary faces an enormous amount of information. Events move really fast. You're responsible for a tremendous amount of information, and again, a tremendous amount on competing agendas. Not everybody grease in the White House.
I've always been very competitive, and a part of that is pushing your boundaries - taking a risk and being able to live with the loss that comes with taking a risk.
The stronger the culture, the less corporate process a company needs. When the culture is strong, you can trust everyone to do the right thing. People can be independent and autonomous. They can be entrepreneurial.
I think that, on the whole, risk-taking entrepreneurial characters regard nature as a sort of background that we can use for our own advantage.
A tremendous amount of the entrepreneurial initiative, if you want to call it that, comes from the dynamic state sector on which most of the economy relies to socialize costs and risks and privatize eventual profit. And that's achieved by, if you like, advertising.
Large companies and government agencies have a lot to protect and therefore are not willing to take big risks. A large company taking a risk can threaten its stock price. A government agency taking a risk can threaten congressional investigation.
It was never really one of my goals to gain tremendous amount of celebrity or make a tremendous amount of money necessarily.
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