A Quote by Reggie Fils-Aime

You need to run the company on an even keel, and you need to be thinking about the company long-term and how to drive your next innovation. — © Reggie Fils-Aime
You need to run the company on an even keel, and you need to be thinking about the company long-term and how to drive your next innovation.
If you work at an insurance company that sells premiums you wouldn't even sell to your mother, how happy would you feel to work there? It's going to eat you up. It might last a few years, but it doesn't attract the best people, and it certainly doesn't create the energy and engagement you need to be a long-term performing company.
Understand this - as a new company, if you don't know how to get interested prospects into your company, then you don't have a company. At the same time, if you, as a owner, have to drive every lead into your business, then you need a real lead generation strategy.
Even though we live in a fast-changing world with short term-ism all around, it requires years of determination to transform a company and structurally reap the rewards. Innovation companies need to set their sights on solving unmet needs - but this approach requires focus and long-term tenacity.
Profitability, growth, and safeguards against existential risks are crucial to strengthening a company's long-term prospects. But if these three factors constitute a company's 'hard power,' firms also need 'soft power': public trust and acceptance, won by fulfilling a company's social responsibility.
At the end of the day, the Irvine Co. is slowly being transformed. Our long-term goal is to transform what was once an agricultural company to a development company, and to that, the next, final step is to create a large real estate investment company.
Innovation is not a big breakthrough invention every time. Innovation is a constant thing. But if you don't have an innovative company [team], coming to work everyday to find a better way, you don't have a company[team]. You're getting ready to die on the vine. You're always looking for the next innovation, the next niche, the next product improvement, the next service improvement. But always trying to get better.
Being captive to quarterly earnings isn't consistent with long-term value creation. This pressure and the short term focus of equity markets make it difficult for a public company to invest for long-term success, and tend to force company leaders to sacrifice long-term results to protect current earnings.
Tomorrow always arrives. It is always different. And even the mightiest company is in trouble if it has not worked on the future. Being surprised by what happens is a risk that even the largest and richest company cannot afford, and even the smallest business need not run.
In a large pharmaceutical company, where it's a big bet, you're going to need finance people to be involved in the decision-making because the investment can run into the hundreds of millions of dollars. You're going to have to run scenarios. You might even need agreement from the C.E.O. to make that type of decision. If it's an incremental, low-cost decision in a marketing-oriented company, it may be a very different set of stakeholders a lot further down in the organization.
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
The role of innovation inside the company is so important. That's how we get growth, and there's no way to drive innovation without learning and change.
We believe strongly that in the long term, we will be better served - as shareholders and in all other ways - by a company that does good things for the world even if we forgo some short term gains. This is an important aspect of our culture and is broadly shared within the company.
In the U.S., you even lose legal rights if you store your data in a company's machines instead of your own. The police need to present you with a search warrant to get your data from you; but if they are stored in a company's server, the police can get it without showing you anything. They may not even have to give the company a search warrant.
People ought to invest in us because they like our company and the way they run it. We still do quarterly earnings guidance, but we tell people openly that they ought to look at the company for the long term and that's how they ought to invest.
Anyone who prefers owning part of your company to being paid in cash reveals a preference for the long term and a commitment to increasing your company's value in the future.
At the core, Philips is an innovation company. And for innovation to work, you need to look for the unmet needs.
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