A Quote by Larry Page
There are basically no companies that have good slow decisions. There are only companies that have good fast decisions.
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If we want people on the front lines of companies to be responsible for making good business decisions, they must have the same information that managers use to make good business decisions.
There are companies that are good at improving what they're already doing. There are companies that are good at extending what they're doing. And finally there are companies that are good at innovation. Every large company has to be able to do all three - improve, extend, and innovate - simultaneously.
Keep your money in the first place. Let`s make our companies competitive and let`s make good business decisions dominate their decision making, not what`s good for Washington carve outs.
Companies are not lead by a single person; they're lead by a group of individuals collectively making good decisions on behalf of the company.
If crimes are committed, they are committed by people; they are not committed by some free-floating entity. These companies and other entities don't operate on automatic pilot. There are individuals that make decisions - and some make the right decisions, and some make the wrong decisions.
A rule against paid fast lanes would encourage additional capacity; a rule permitting paid fast lanes would simply encourage cable companies to create congested slow lanes on the Internet so they could make money by selling fast lanes to big companies.
The fact of the matter is right now politicians and insurance companies are making decisions. We're saying we want doctors to be making decisions. And I think that will lead to a higher-quality, lower-cost system over time.
Too often, founders make decisions before determining whether they are the right thing to do. These decisions often create chaos in their companies where people are having to jump from the last 'great idea' to yet another unproven-and-about-to-be-poorly-executed one.
With F1, it's really a combination of many things. You have to have good endurance, good strength in certain muscles, you need to be fast, have good reactions and good decisions. It's not as simple as one thing. You need to be a complete athlete.
I'm just going to continue to make good plays. Making the right decisions, good decisions with the ball so my team can play with a great flow.
Bad companies are destroyed by crisis. Good companies survive them. Great individuals, like great companies, find a way to transform weakness into strength.
Bad companies are destroyed by crisis, Good companies survive them, Great companies are improved by them.
I hope there will be some good news and some good profits, and people will realize we have a lot of outstanding executives, and a lot of companies that are doing a good job, and those are good companies to invest in.
It's understandable that the music companies that are comprised of people that are successful by making good creative decisions - they have to decide which out of fifty artists is the next hot one, with no data to go from. It's an intuitive process, and that's what they do well when they're successful. They don't understand technology.
The most basic principle to being a free American is the notion that we as individuals are responsible for our own lives and decisions. We do not have the right to rob our neighbors to make up for our mistakes, neither does our neighbor have any right to tell us how to live, so long as we aren’t infringing on their rights. Freedom to make bad decisions is inherent in the freedom to make good ones. If we are only free to make good decisions, we are not really free.
If we decide rightly what to do, or use a correct procedure for making such decisions, that has to be because the decisions or the procedure rest on good reasons, and these reasons consist in the apprehension of truths about what we ought to do. Because these truths must constitute reasons for our decisions, and because in the rational order, reasons must always precede the decisions based on them, the truth conditions of claims about what we ought to cannot be reduced to, or constructed out of, decisions about what to do, or procedures for making such decisions.
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