A Quote by Osman Rashid

Essentially, you have to be aware of a crisis happening: 'Can the company go on if I get hit by a bus?' That's, I think, how you build a great company and something that can scale.
We want Facebook to be one of the best places people can go to learn how to build stuff. If you want to build a company, nothing better than jumping in and trying to build one. But Facebook is also great for entrepreneurs/hackers. If people want to come for a few years and move on and build something great, that's something we're proud of.
I discovered that the best innovation is sometimes the company, the way you organize a company. The whole notion of how you build a company is fascinating." Steve Jobs
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.
From the business point of view, always encouraging the people in our company to own stock in the company, and if we're going to build something great, to have a lot of people share in the benefits of that greatness.
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.
For decades, I've spoken of McDonald's as one of the premier examples of how to build a company, scale it, and ultimately sell it.
We didn't really start the company to go build an enterprise software company.
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.
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 never dreamed I could build a $100 million company. I just happened to build a $1 million company that became a $5 million company, and so on.
Companies that actually survive and flourish are going to change their business model from production to aggregating the networks and the network services and solutions. If you're a construction company or an IT company or a logistics company or an information data operation, to the extent that you can find ways to help build the commons, you can get some commercial value in that.
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.
We were hoping to build a small profitable company; and of course, what we've done is build a large, unprofitable 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'd like to build my company and make a bigger company always, but I think in the behind the scenes arena is where I'd prefer to spend my time.
I'm not looking to... I'd like to build my company and make a bigger company always, but I think in the behind the scenes arena is where I'd prefer to spend my time.
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