A Quote by Noam Bardin
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.
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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.
Our mantra has been, 'We will not buy a company unless we think the people that make up the company have a better job the day after the acquisition than before.'
The best CEOs in our research display tremendous ambition for their company combined with the stoic will to do whatever it takes, no matter how brutal (within the bounds of the company's core values), to make the company great. Yet at the same time they display a remarkable humility about themselves, ascribing much of their own success to luck, discipline and preparation rather than personal genius.
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.
If the only common thread you have as an industrial company is the fact that you think you're well managed, you can still be a pretty good company, but you're not going to be a dominant company, a competitive company over time.
People have said, 'Why don't you make your own company like Chan-wook Park has his own company,' but my head is full of writing and directing and I don't feel like I want to run a company. That's not really within my personality as well.
Google (and Bing and Yahoo!) don't 'owe' any company traffic. If a company has to spend more on advertising on Google, in addition to investing in search-engine-optimization, that is not a violation of any law.
We find that when we make an acquisition, or we have a hiring experience, that's one of the hardest things to change. If you've been working for a company where you didn't dare challenge your boss, or what's politically correct in the company, then it affects your career.
What a reason the Company has for observing its Rules faithfully: to do what the Son of God came into the world to do! That there should be a Company, and that it should be the Company of the Mission, composed of poor men, and that it should be entirely dedicated to that purpose, going here and there through hamlets and villages, leaving the towns behind-something that's never been done-and going to announce the Gospel only to persons who are poor; yet, those are our Rules!
I'd love if Google ran my cable or phone company. Instead of making their businesses out of telling us what we can't do, GT&T would recognize the benefit of helping us do what we want to do: use the internet more and create more of our own stuff. Google might even figure out how to make connectivity ad-supported and free. Sadly, though, I think Google knows what it is and won't expand into other industries, even if it would be good at running a cable or energy or phone company.
Google was a venture-funded company. Being part of that brings an energy to the company.
My goal was never to just create a company. A lot of people misinterpret that, as if I don't care about revenue or profit or any of those things. But what not being just a company means to me is not being just that - building something that actually makes a really big change in the world.
Shareholder activism is not a privilege - it is a right and a responsibility. When we invest in a company, we own part of that company and we are partly responsible for how that company progresses. If we believe there is something going wrong with the company, then we, as shareholders, must become active and vocal.
The company [Microsoft] really has to chart a direction in mobile devices. Because if you're going to be mobile-first, cloud-first you really do need to have a sense of what you're doing in mobile devices. I had put the company on a path. The board as I was leaving took the company on a path by buying Nokia, they kind of went ahead with that after I told them I was going to go. The company, between me and the board, had taken that sort of view. Satya, he's certainly changed that. He needs to have a clear path forward. But I'm sure he'll get there.
Once a company develops out of its consumer base, you will often see a well-funded multinational company come in and take over that space. The black-owned company either stays a niche company or just disappears. This is something we don't want to happen.
We actually distribute using AirBnB because they're the vacation management company and they distribute us, which is why AirBnB is also a small shareholder in our company.
