A Quote by Lord Robertson
And I was asked if I would come and help with the recovery of this great British company, Cable and Wireless, and I'm delighted to become part of the new and very talented management that have been brought in to that company as well.
Related Quotes
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.
But one thing I would like to certainly clarify that I am no player-manager, nor is my company a talent management company. That needs to be very clear.
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.
That was an idea of the record company, and also that was my first album after MCA and we wanted to come back with a strong album that would be noticed. If we put the vocals by very talented people and very meaningful songs, then the vocals would be a platform so that I could be noticed again. All of the MCA albums were just loaded with problems -- you know, the right musicians, the engineers. The record company would say 'You have to make music for black radio, you can't do what you have been doing with The Crusaders.' Everybody was telling me that was over, finished, done.
When there is some fear about accounting and growth and the economy, food stocks are a decent place to be, ... This company has been through a bit of a restructuring the last couple of years. Management is doing a great job. The company is improving and people are buying chocolate. So, what a great week to buy it.
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.
I have a company in New York City producing music for commercials, for radio, TV, features, etc. That's how I've been making my living. And now the company is very successful - to the extent that I can afford to come out and play.
When you're in a start-up, the first ten people will determine whether the company succeeds or not. Each is 10 percent of the company. So why wouldn't you take as much time as necessary to find all the A players? If three were not so great, why would you want a company where 30 percent of your people are not so great? A small company depends on great people much more than a big company does.
Microsoft is a much bigger company than Qualcomm - a much bigger company - and there were a few days where I thought, 'I don't know if I can do this. It's huge.' My job was to come into the company and grow new businesses, and I thought, 'I'm not sure,' but it's all worked out pretty well.
Being an entrepreneur I love to help people, and I think through the products that we develop in my company, we will be able to help a lot of people. Whether it's help them to get over the difficulties of a technology and use it. Or helping employees, creating new jobs, new opportunities for people that work in my company.
We have built a company with a business mix and operating system that will allow us to deliver record results in any foreseeable economic climate, ... We have just completed a very successful management transition and I've never been more confident about the company's future.
Speaking about our largest oil company Rosneft, and I recalled in the beginning that almost 20 percent of it [19.7] belongs to BP. Who's company is that? British Petroleum, isn't it? I suppose that is not bad. I have to tell that British Petroleum's capitalization is significantly related to the fact that it owns more than 19 percent of Rosneft, which has vast oil reserves both in Russia and abroad. This has its impact on the company's stability as well.
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.
If I had gone to a big company, it would have been very difficult for me to do research freely. At a big company, say Sony, there are very, very good researchers. So I would have to ask them what I could do.
My idea of good company is the company of clever, well-informed people who have a great deal of conversation; that is what I call good company.
I took a dozen of our top managers to Argentina, to the windswept mountains of the real Patagonia, for a walkabout. In the course of roaming around those wild lands, we asked ourselves why we were in business and what kind of business we wanted Patagonia to be. A billion-dollar company? Okay, but not if it meant we had to make products we couldn't be proud of. And we discussed what we could do to help stem the environmental harm we caused as a company. We talked about the values we had in common, and the shared culture that had brought everyone to Patagonia, Inc., and not another company.
Related Authors
Alva Myrdal Quotes
Swedish
Diplomat
Charles Maurice de Talleyrand Quotes
French
Diplomat
Dag Hammarskjold Quotes
Swedish
Diplomat
Daniel Fried Quotes
American
Diplomat
Greig Fraser Quotes
Australian
Diplomat
Hans Blix Quotes
Swedish
Diplomat
James Bryce Quotes
English
Diplomat
Jean Kennedy Smith Quotes
American
Diplomat
Jeane Kirkpatrick Quotes
American
Diplomat
Joseph de Maistre Quotes
French
Diplomat
Madeleine M. Kunin Quotes
American
Diplomat
Miroslav Lajcak Quotes
Slovak
Diplomat
Nizar Qabbani Quotes
Syrian
Diplomat
Richard Grenell Quotes
American
Diplomat
Richard N. Haass Quotes
American
Diplomat
Sergei Lavrov Quotes
Russian
Diplomat