A Quote by Mark Cuban
I have stocked shelves, waited on tables, and bartended. I have been a salesperson at many levels. Each giving me a unique view of what made a company successful and, even more importantly, what made a company fail.
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The Unsuccessful Salesperson says, the other guy has the best territory. The Successful Salesperson says, every territory is the best one. The Unsuccessful Salesperson says, that company will never buy. The Successful Salesperson says, I can make that company buy.
The old idea that the joke was not good enough for the company has been superseded by the new aristocratic idea that the company was not worthy of the joke. They have introduced an almost insane individualism into that one form of intercourse which is specially and uproariously communal. They have made even levities into secrets. They have made laughter lonelier than tears.
What's been unique about our acquisition is that Google is leaving us independent. That actually means that the company is structured the same... We really are a company within a company.
If I ran the whole place like it was my way or the highway, we would not be as good a company. I'm going to have mistakes - they'll be made on my watch and will embarrass me. But I'll also make sure the company learns from them so it can become a better company.
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.
I've talked to several CEOs - from a recycling company in Indiana, a furniture company in Kentucky, a brewing company in Colorado, and more - who believe paying higher wages is both the right thing to do and part of a successful business model.
At Travelers, we were much more opportunistic. It was very successful, but it wasn't an integrated financial services company. We had a property casualty company, a life company, a brokerage company. We were a financial conglomerate. It wasn't a unified, coordinated strategy of any sort. When it merged with Citi, that became a big issue; Citi, at that time, wasn't yet a fully integrated, coordinated company.
I think it was 1987 - something like that - or '86, and I thought, 'When you go equity and you're gonna get paid, you'll finally be able to make a living.' But it was not to be so. I always bartended and waited tables so I ended up not doing theater for about a year because nobody would hire me.
I tried to build a company my father would have been proud to work for, that he would have looked back on and said, 'That's the company that honoured me, even though I don't have an education'. I wanted to build a company that had a conscience.
I've been in the service industry. I've bar-tended. I've waited tables, and I've worked at pizza places; I've made pizza. I've had a lot of jobs, and many of them were in the food service industry.
We want employees teaching each other what they know. We're tying to build a company so each person can achieve at a very high level - we're not just the engineering company or the design company.
I like this thought: Your mind is a cupboard, and you stock the shelves. Let us make certain that our cupboard shelves, and those of our family members, are stocked with the things which will provide safety to our souls and enable us to return to our Father in Heaven. Such shelves could well be stocked with gospel scholarship, faith, prayer, love, service, obedience, example, and kindness
For almost 100 years, The Walt Disney Company has had a variety of leaders. Even though it has been hard for some of these leaders to maintain their focus, the Company has been successful in remaining true to Walt's original direction to create the finest in family entertainment.
…books are always good company if you have the right sort. Let me pick out some for you.' And Mrs. Jo made a bee-line to the well-laden shelves, which were the joy of her heart and the comfort of her life.
A romantic or classical view of the French approach would have been to say, 'It's a French company; let no one attack it. Let's block any merger. But the reality is Alcatel-Lucent is not a French company; it's a global company. Its main markets are China and the U.S. Its ownership is foreign; most of its managers aren't French.
I used to believe that you could change the culture or behavior of a company. I still believe it's possible, but it is at least a five to ten year process, if you are successful at all. More recently, I have been attracted to the ideas of the behavioralist, Edgar Schein. Schein has argued that you cannot change the culture of a company, but you can use the culture of a company to create change. It's an interesting approach to overcoming resistance. And if you can change how a company does its work, you might eventually be able to change how its people think.
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