A Quote by Richard Branson
The companies that look after their people are the companies that do really well. I'm sure we'd like a few other attributes, but that would be the most important one.
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Virgin, is how good you are with people. If you're - if you're good with people and you've got - you know, and you really care, genuinely care about people then I'm sure we could find a job for you at Virgin. I think, you know, that, you know, that the companies that look after their people are the companies that do really well. I'm sure we'd like a few other attributes, but that would be the most important one.
If you look at the top 10 enterprise software companies, a lot of them are important but irrelevant companies. It's really important to be relevant and important.
In all fairness to the auction companies ? most companies are not car experts, they are marketers. I caution buyers to make sure that they have done their homework before they raise their hand and not after.
It's super important that people use their significant buying power to pull companies like Ferrari and show them there is a market for sustainable fuel. So many other car companies would take notice if Ferrari made headway on this measure.
Music companies are not technology companies any more than technology companies are music companies. They're really different from each other.
Google Brain, which I led, was arguably the single biggest force for turning Google into a great A.I. company. I'm pretty sure I led the team that transformed Baidu as well. So one thing that really excites me is the potential for other companies to become great A.I. companies.
The most common post YC failure case for the companies we fund, is they're incredibly focussed during YC on their company... and after they start doing a lot of other things. They advise companies, they go to conferences, whatever.
Make sure that you take the time to think about how other companies might respond to your idea, both those companies already in the market you plan to target as well as others that might imagine targeting that market.
There would really be no reason to get up in the morning if Founders Fund was not willing to invest in companies that were doing important things, great businesses that very few people believe in.
Tech companies have a finite lifespan: For the successful ones, an IPO or exit is never more than a few years off. But by recruiting locally and developing homegrown talent, companies can build something that remains after they're gone. People, skills and a culture of innovation persist.
We're focused on doing one thing incredibly well. If you look at other companies, all of these companies are doing a lot of different things but we're still, as we grow, doing exactly one thing.
Most newspaper companies still have their heads in the sand, but other media companies are aggressive.
Most companies don't want their data co-mingled with other customers. Small companies will tolerate it.
I'm sure you're well aware of the car companies that went out of business in 2008. And you've had other brands that have seen difficulties here and there, even some of the most famous ones.
Life coaching, the mental and physical well-being of footballers, is going to be really important. I don't mean necessarily in a deep psychological way. But they're surrounded by a lot of people. Important people, seemingly. Not always. But important in their worlds. They're mini companies.
Basically, the UBR is a relic of an earlier vision for UDDI. The original vision for UDDI was as a standard that would help companies conduct business with each other in an automated fashion. The idea was that companies could publish how they wanted to interact, and other companies could find that information and use it to establish a relationship.
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