A Quote by Miguel McKelvey
Even companies with big resources were not creating spaces supportive of their teams. We see that in creating those types of spaces, there is an amazing human potential for excitement and happiness. Especially among companies trying to serve a younger, more innovative workforce.
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Oftentimes, secrecy involves creating spaces that are outside of the law but are outside the normal channels of oversight. And I think it's pretty easy to see that if you create spaces that are essentially outside the law, then you're creating spaces where anything can happen.
I'm looking to see more women of color not only in companies in technology, but also creating companies.
Crowdsourced funding via cryptocurrencies is a viable practice. A lot of good ideas and innovative companies are coming out of it. This segment is creating thousands of jobs and companies all over the world.
Design is about creating spaces for people to enjoy and of course, creating moments where you elevate the spirit, but 'design for good' is figuring out a program that not only creates better spaces, but creates jobs, creates new industry and really kind of raises the conversation about how we rebuild.
Even companies like Baidu and Google, which have amazing AI teams, cannot do all the work needed to get us to an AI-powered society. I thought the best way to get us there would be creating courses to welcome more people to deep learning.
When there were not very many Internet companies, the supply of Internet companies to the market was small and the appetite for them was large. Therefore, if you were in the business of creating Internet companies in 1996-98, you had a market that provided massive demand for that.
We need to make sure we're creating spaces to create new leaders and new types of leadership.
I think the best value to leaders is understanding the generations for the purpose of integrating a younger workforce and transferring knowledge from an experienced workforce. I also think smaller companies may not have the resources for management training or recruiting and therefore there is not a lot of margin for error.
I have hundreds of poems memorized. Mostly by others, but also my own. I use the poems when I lead retreats for management groups on topics like creating teams, or coming up with a more entrepreneurial system, or creating more excitement.
Even smaller companies are putting resources behind their analytics teams in the same way they put resources behind engineering and product teams. There are some great tools out there that allow even tiny businesses to use data effectively.
One of the biggest mistakes large companies make is creating innovation teams that mirror all the functions of the core business. Those teams make no progress because they spent forever updating each other on what they are doing versus really crushing the most critical problems they need to address.
The potential of Mexico, Canada and the United States is enormous. We have a combined population of half a billion people; peaceful trade-friendly borders that are the envy of the world; the prospect of energy independence is within reach and will change the geopolitical situation of United States; we do a trillion dollars in trade among the three countries; more than 18,000 American companies are involved in foreign direct investment in Mexico and Canada; an increasing number of Mexican companies are creating jobs in the United States.
There are highly innovative companies in the U.S., Germany, and India. And there are many stories of companies that failed to innovate in all those countries. This is good news because it means, regardless of your cultural background or where your company is based, it can become innovative.
I don't create companies for the sake of creating companies, but to get things done.
If you think about companies that were built in Silicon Valley, a lot of them early on were chip companies. And now the companies that are there, like Apple, are much more successful than any of the chip companies were.
When we first started our internet company, 'China Pages', in 1995, and we were just making home pages for a lot of Chinese companies. We went to the big owners, the big companies, and they didn't want to do it. We go to state-owned companies, and they didn't want to do it. Only the small and medium companies really want to do it.
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