A Quote by Marc Rotenberg
A company shouldn't take value from people's private messages.
Related Quotes
Some of the very best private equity people, in my experience, are people who start out as stock pickers - people who really understood value, how to take a company's financials apart and couple that with good judgment about businesses, macro trends, and where things are going.
Google is a private company. It has the capacity to utilize its massive power for whatever political agenda it chooses. But for it to pretend to be an advocate for Internet freedom while simultaneously disadvantaging messages it finds politically incorrect is deeply hypocritical.
Each photograph is read as the private appearance of its referent: the age of Photography corresponds precisely to the explosion of the private into the public, or rather into the creation of a new social value, which is the publicity of the private: the private is consumes as such, publicly.
Either we, as a society, decide that copyright is the greater value to society, and take active steps to give up private communications as a concept. Either that, or we decide that the ability to communicate in private, without constant monitoring by authorities, has the greater value - in which case copyright will have to give way.
There are certainly valid reasons for taking a company private, and it's also possible that C.E.O.s perform better when monitored by a small number of owners in a private company rather than by the dispersed and often uninterested shareholders of a public corporation.
When a profit-seeking company proposes to take citizens' private land away for its own gain, people should stand up for their rights.
As motherhood as a "private enterprise" declines and more mothers rely on the work of lower-paid specialists, the value accorded the work of mothering (not the value of children) has declined for women, making it all the harder for men to take it up.
For every company that sees the value of their capital go up, there's another company that has been disrupted, and the value of their capital gets marked down because it's not going to compete in the same way.
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.
The value of money comes from the private sector in the form of price for product, services rendered, what people are willing to pay for something they want or need. That's where value happens. Government has nothing to do with that.
Everything I have is a private company. And even though a public company's a great thing, it's great for financing and all of the stuff you need to do. I'm not answering to anybody but my wife and my children and the people who work for me, and my partners.
We try to reward people according to the value they create, value they create in society and for the company.
I think the next massive wave of value creation will be when you can get a manufacturing company or agriculture devices company or a health care company to develop dozens of AI solutions to help their businesses.
Basically my point of view on unicorns is that private companies which have sky high valuations, it doesn't really mean anything in the real world until it's marked to market. And there's only two ways things get marked to market in venture capital: Either a company is acquired by another company for cash or marketable security, or it goes public, and then it has reporting requirements and then the market will determine the value.
The company ... has no rights to survive. But value systems and philosophies survive. People take them with them
You need to focus on creating the actual value of the company, not just the theoretical value. The actual value comes from a great product that sells well and is ultimately profitable.
