A Quote by Matt Apuzzo
I'm fortunate to work for a company that supports investigative journalism with strong editors and lawyers. That's the benefit of working for a company that's been around for more than a century.
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Anyone who does investigative journalism is not in it for the money. Investigative journalism by nature is the most work intensive kind of journalism you can take on. That's why you see less and less investigative journalism at newspapers and magazines. No matter what you're paid for it, you put in so many man-hours it's one of the least lucrative aspects of journalism you can take on.
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.
Investigative journalism has been relegated to a very, very tiny space in America. We don't really have much investigative journalism left. And the last refuge for it is documentary filmmaking.
When you look at how technology companies are funded, it's not a zero-sum game. It could be 20 investors in one company, and everybody has to work together for the benefit of that company.
Some of the best ideas throughout the company's evolution have been from places all throughout the company whether it's an engineer or someone on the customer support team. Just different areas around the company.
John W. Snow was paid more than $50 million in salary, bonus and stock in his nearly 12 years as chairman of the CSX Corporation, the railroad company. During that period, the company's profits fell, and its stock rose a bit more than half as much as that of the average big company.
Whenever I talk to people who founded a company, I often like to ask the prehistory questions 'When did you meet? How long have you been working before you started the company?' A bad answer is, 'We met at a networking event a week ago, and we started a company because we both want to be entrepreneurs.'
There's only one thing that regularly keeps me up at night. Working with the greatest people in the world and knowing that they are counting on me to build a company that endures - a company where they can grow professionally. A company where they can build world-class products and be proud to work.
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 was working with an extraordinarily successful company that was doing a CEO succession, and the board was discussing the threats to the business. They were enormous, despite the company's strong market position. I then realized that there were no longer just turn-around periods for companies in trouble, that now variables that could drastically effect any business's profitability were not going to go away.
Beats is inherently different: the company is a consumer electronics company but also a media company; a packaged goods company but also an entertainment company.
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.
I'm sitting there for hours editing the vids myself. But I have a PR company and a management company. I use some editors for some of the cooking videos because they can be so long.
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.
As someone who has spent a lot of her career as an investigative reporter, I'll confess that a frustration of mine has always been that so much investigative journalism involves a dissection of events in the past.
More than once in the history of Whole Foods Market, the company was unable to collectively evolve until I myself was able to evolve - in other words, I was holding the company back. My personal growth enabled the company to evolve.
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