A Quote by Indra Nooyi
Most importantly, we want to create a company where every employee can bring their whole selves to work.
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When you work for a company you always, well I know, I try to give advice to young kids and other peers that when you work for a company you just don't want to be an employee, you want to be an asset.
Most of the time, when you need something at a company, you make it. If you want to sell a product, you create it. If you need a head of marketing, you hire one. If you want to create a great company culture, what do you do? The lack of a clear answer on this is why I believe most companies don't have a great culture.
The supermarket chain Whole Foods has quite a radical employee empowerment program, where employees get to decide whether another employee can work in their team or not. If they think this person's a slacker, doesn't have good ideas, they can vote and say, no, we don't want this person to be working with us on the vegetable aisle.
The business model piece is we're always talking about competing more effectively. If you're starting a company or career you don't want to compete. You want to create a monopoly. We want to invest in a company that has a good plan to create a monopoly.
The reality is the only place a company's culture is going to start and end is at the beginning of that company. And it always starts with the founders. So if you can't create an environment of founders and founding employees who are going to represent the company you want, then you are never going to get there. You have to look at your own network and find what you are missing. So if you don't have a female or someone who has an international perspective or a person with a bio degree, but those perspectives matter to the firm or product you want to create, then it's never going to work out.
The underpinnings of the alliance: the company helps the employee transform his career; the employee helps the company transform.
When an employee asks why the company does things a certain way, and you can explain the logical reason, then the employee knows what she's doing is valid.
I don't know what's in store for me, but I know that I want to create work, and I want to create an environment where I can bring in my favorite people and collaborate with them, and do something that is so much weirder and so different from what you'd see in commercial film.
In a hierarchy every employee tends to rise to his level of incompetence ... in time every post tends to be occupied by an employee who is incompetent to carry out its duties ... Work is accomplished by those employees who have not yet reached their level of incompetence.
What you should be in a rush for isn't necessarily the immediate monetary return, but it's to know that this equation existing between an employee and a company is being honored. What's the equation? I'm going to give you my most precious thing that I have - my time and my reputation. That's what the employee says. And the company says I'm going to take your time and your reputation and direct it at things that we believe collectively have a huge impact opportunity to do something extremely positive. And that positivity will get measured in impact and also economic upside.
Every company that has an economist working for him has one employee too many.
Every employee in a company depends on the C.E.O. to make fast, high-quality decisions.
I've started most of the time I've been in a Knick jersey, so I just think they want me to bring a certain energy every night. They want me to bring that defensive presence because they know I can make something out of nothing on defense, and I think they just want me to bring that defensive presence every day.
If you're a UFC guy, if you're a company guy, if the company likes you, they're gonna do the right thing, in terms of promoting you. They're gonna promote who they want, they're not going to promote the people they think can't get to that next level and can't help bring the company a lot more money and bring them into other avenues.
I look for the essence of a story and a human angle that I think audiences can relate to. I also look at how the dialogues flow in the film as a whole and between the characters, and most importantly I always consider what I can bring to the character from a creative point of view.
Every employee, not just the senior people, should know how a company is doing.
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