A Quote by Rei Kawakubo
The freedom I give myself for the business is in deciding to take part in the Paris collections, but also having other retail strategies that are unlike anybody else's. Not necessarily going into malls, doing the business my own way - having different brands to cover different concepts, to be able to have the cash flow to carry on.
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In business, there's a constant focus on developing strategies, reviewing executive performance against those strategies each year, engaging with opposing or different points of view, and having intellectual dialogue.
If you own a wonderful business...the best thing to do is keep it. All you're going to do is trade your wonderful business for a whole bunch of cash, which isn't as good as the business, and you got the problem of investing in other businesses, and you probably paid a tax in between. So my advice to anybody who owns a wonderful business is keep it.
I love the freedom of having my own space and my own place and doing things on my terms, and not really having to think about anybody else's schedule.
I consider anybody who has been able to make a living in this business [movie business] without having to do something else for a living for any period of time let alone 43 years would be a miracle.
I get by mostly on speaking engagements, but as soon as I try to pay myself, I end up having to give it back to the business to cover operating expenses or other unplanned costs.
You can't look at the intrinsic value of gold as you can a business. Gold doesn't give you cash flow, and, at the end of the day, cash flow is what is important. Gold doesn't give you dividends.
The strongest argument for free enterprise is that it prevents anybody from having too much power. Whether that person is a government official, a trade union official, or a business executive. If forces them to put up or shut up. They either have to deliver the goods, produce something that people are willing to pay for, are willing to buy, or else they have to go into a different business.
I think a business guy is different from an artist. They walk different paths. Artists create the best outputs when they're having fun. And when a good business partner supports them from the side, it creates great synergy. When someone's trying to do both, I think the music gets bad and the business gets bad, too.
Part of why I love being an actor is the opportunity to be able to go to distant lands and take on different worlds and concepts and pretend to take on different occupations and statuses.
Ford had a number of different strategies over the years that they thought obviously made sense at the time, just like all the different brands, and also the regional operations.
I see top business schools working to bridge this gap [between academic research and business application] by respecting executive education, by having more mature students who proactively draw from faculty what they know they need, and by having faculty who are willing to leave their ivory towers for the murky world of business reality. Unfortunately, at other times, business professors have little or not interest or savvy about business issues.
Gold is a commodity; over the long run, as we look back, it has not been a good investment. You can't look at the intrinsic value of gold as you can a business. Gold doesn't give you cash flow, and, at the end of the day, cash flow is what is important. Gold doesn't give you dividends.
People who have certain types of mental illness have different wiring in their brain. And part of that having a different kind of wiring so to speak could in some sense be related to having a different way of thinking which could produce genius type thoughts.
The essence of a good investment manager is one who studies a given business and extrapolates the future cash flows that the business is likely to generate over the next several years. Based on the cash flow and asset assessment, they can then arrive at their expected rate of return if they bought a fraction of that business at a given price.
You can get really bored in this business [film], and I think that's one of the reasons why I've challenged myself so many times in different areas because you can get really bored and stagnated in one area. So, I do a lot of different things to keep myself occupied. In this business, it's a 'hurry up and wait' business and you have to really wait sometimes in some areas. I just keep myself busy. When one thing stops, the other one is rolling.
As I've progressed in my career, I've come to appreciate - and really value - the other attributes that define a company's success beyond the P&L: great leadership, long-term financial strength, ethical business practices, evolving business strategies, sound governance, powerful brands, values-based decision-making.
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