A Quote by Garrett Camp
I definitely see a correlation between how many things a company gets right and how fast a company grows.
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An exceptional company is the one that gets all the little details right. And the people out on the front line, they know when things are not going right, and they know when things need to be improved. And if you listen to them, you can soon improve all those niggly things which turns an average company into an exceptional company.
Often, there is no correlation between the success of a company's operations and the success of its stock over a few months or even a few years. In the long term, there is a 100 percent correlation between the success of the company and the success of its stock. This disparity is the key to making money; it pays to be patient, and to own successful companies.
Shareholder activism is not a privilege - it is a right and a responsibility. When we invest in a company, we own part of that company and we are partly responsible for how that company progresses. If we believe there is something going wrong with the company, then we, as shareholders, must become active and vocal.
I just enjoy the filmmaking side of things. I feel like when you're an actor, sometimes you're in other people's hands and they're in charge of your creative life. Whereas with my production company, I'm the one that gets to make those choices for how I'm gonna spend my time and what content I'm going to be creating. I definitely learn a lot, especially about acting, by producing and directing and seeing how it all comes together, and seeing the other side of things, appreciating what goes into pre- and post-production, and all those things you don't see when you're an actor.
One of the great things about Silicon Valley is, irrespective of how competitive you might be with another company or how closely you might be working with that company, there's a great sort of give and take, and camaraderie from - between - some of the executives in the valley and some of the other investors in the valley.
I discovered that the best innovation is sometimes the company, the way you organize a company. The whole notion of how you build a company is fascinating." Steve Jobs
When you're coming into a company and, you know, have to do a transformation, what you really want to do is look at the company and say, 'Okay, here are the parts that the company does well. How do we get those genes to hyper-express? The genes that are getting in the way, how do you turn those off?'
I'm very primitive in terms of economics. The kind of new business in which stock gets more valuable because the company grows, but there must be limits to growth. But if publishing is expanding to fill that retail space, it seems like there may be a necessary and unpleasant correction waiting down the road. How many books to people WANT?
As one of the first employees at a small cellular phone start-up called Nextel, I gained firsthand experience in how a business grows from an idea to a company that, at its peak, employed many thousands.
I used to believe that you could change the culture or behavior of a company. I still believe it's possible, but it is at least a five to ten year process, if you are successful at all. More recently, I have been attracted to the ideas of the behavioralist, Edgar Schein. Schein has argued that you cannot change the culture of a company, but you can use the culture of a company to create change. It's an interesting approach to overcoming resistance. And if you can change how a company does its work, you might eventually be able to change how its people think.
Once a company develops out of its consumer base, you will often see a well-funded multinational company come in and take over that space. The black-owned company either stays a niche company or just disappears. This is something we don't want to happen.
Be transparent about company values and adhere to them as your company grows.
There is an excellent correlation between giving society what it wants and making money, and almost no correlation between the desire to make money and how much money one makes.
When you're a younger company, you struggle, struggle, struggle with, 'How are we going to pay the bills, and how are we going to hire people, and how are we going to get a bigger office?' Just managing the company is so hard.
Most business leaders don't consider their own causality in the creation of problems. They fail to see that their company could have avoided breakdowns if they had acted differently. We tend to see problems as having been created by someone else or by the "economy". It's good to be a little introspective from time to time. Think about how your own behavior might have gotten your company into a problem, and how it may help to get you out.
Beats is inherently different: the company is a consumer electronics company but also a media company; a packaged goods company but also an entertainment company.
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