A Quote by Marc Randolph
Culture is a critical piece of success.
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I don't think 'Cocktail' was a perfect critical success, but it touched a vein in our culture.
As the director, you're meant to be critical and you are, so there are loads of things. But the thing is, the way I look at it is, to try to get some measure of success, it's dangerous to look at financial or critical success, or positive response as a measure.
I've only experienced it a few times where you get to have a thing that simultaneously gets some critical respect, some critical success, while also having sales success. Sometimes you get one or the other if you're lucky.
The ultimate point of a piece for me is that it drives the next one. Does it open new doors? That's the success of a piece.
Culture is only true when implicitly critical, and the mind which forgets this revenges itself in the critics it breeds. Criticism is an indispensable element of culture.
Fixing culture is the most critical ? and the most di?cult ? part of a corporate transformation… In the end, management doesn’t change culture. Management invites the workforce itself to change the culture.
An organization's culture of purpose answers the critical questions of who it is and why it exists. They have a culture of purpose beyond making a profit.
There's a huge piece of humanity that's missing - a huge piece - and our [American] culture is infant, comparatively speaking, to these folks who have been around for thousands of years.
There's obviously different roads you can go down. And I think if you study it, how teams are built - and I went through this in Minnesota - the draft is critical, free agency is critical, player development is critical and trade opportunities are critical.
That's the history of art - you have to consider yourself fortunate if you ever get acknowledged. If you have a critical success that's also a financial success and that you feel good about... If things line up, that's pretty rare.
Each piece that I put in the street is unique. I never make the same piece twice. For Hong Kong, like for every city where I have worked, I try to adapt my work to the culture and the 'colors' of the city.
You need a great idea, but then you've got to carry it through. If you get it right, you're going to be a critical success. But not everyone who works hard gets it right, or has the success they deserve: there's an element of luck.
We're running into a lot of new problems today because of what we emphasize in this culture. The word 'success' to the average person means earning a lot of money and having a home, two cars, children in college. Success to me is entirely different to what success is to the average person. Success is being a successful human being in terms of pursuing what you believe in. If you believe in making paintings, writing poetry, writing music. If this is what you really want, you're successful to yourself. But to be successful to your culture means to sell yourself short of what you really want
That culture is a a critical resource the organization ignores. Competely mystifying. The organization continues to act as if culture were dark matter, something essentially inaccessible to us. When in fact there is an ancient discipline called anthropology that's pretty good at thinking about it.
Whatever success we have had in maintaining our culture has been instrumental in Intel's success in surviving strategic inflection points.
All of these different strands in me - the black, the white, the African - all of that has contributed directly to my success because when I meet people, I see a piece of myself in them. And maybe they see a piece of themselves in me.
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