A Quote by Gary Shapiro

Every company is now a technology company. — © Gary Shapiro
Every company is now a technology company.
The team was unbelievable, and Dropbox was a really easy, simple-to-use product. Both Aditya and I believe this is the technology company we want to be working at now, and it has the potential to be the next big technology company.
If every company becomes a technology company, business models and transitions are going to occur. From a CEO's perspective, this is going to be the biggest technology transition of all times.
Generally, what people tend to underestimate is the cyborg nature of Groupon. We are a company that has the DNA of being both a technology company and a heavily operational company.
We generally acquire a company every three to four weeks on average. And so it's a rare month that there's not a company being bought. We typically buy for technology and really great people.
In terms of what I wanted to do before I got into politics, I was a businessman. I ran a company that makes and sells infrared night vision military technology and solar technology, so I wanted to grow that company and pursue groundbreaking technology in each of those areas.
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.
Rural technology is moving from kind of the back office to where everything, every company - sales, marketing, customer acquisition, new product development, media - all industries are becoming technology industries. And it's not information technology: it's business technology.
You know, I'm behind my company. My company has been a big part of my life. And it's not that I been buying a company or that my father bought a company and tried to do something out of it. You know, it's not the same thing. It's my name, it's my company, it's my signature.
I said from the very beginning, 'Yahoo should position itself as a technology innovation company, not as a media company.'
If the only common thread you have as an industrial company is the fact that you think you're well managed, you can still be a pretty good company, but you're not going to be a dominant company, a competitive company over time.
When you look at how technology companies are funded, it's not a zero-sum game. It could be 20 investors in one company, and everybody has to work together for the benefit of that company.
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.
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.
Every technology company should have a red button somewhere in the headquarters where, if they realize they've caused more societal harm than they expected and done more harm than good, they press the button, and the company dissolves instantly.
When a nanotech company matures and becomes a real business, it becomes something else. It becomes a biotech company or a cleantech company or a memory chip company. Nanotechnology has fueled the core innovations in electronics and energy.
Some years ago one oil company bought a fertilizer company, and every other major oil company practically ran out and bought a fertilizer company. And there was no more damned reason for all these oil companies to buy fertilizer companies, but they didn't know exactly what to do, and if Exxon was doing it, it was good enough for Mobil and vice versa.
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