A Quote by Richard Branson
Our model is to develop each business separately with its own shareholder and management - this way we can concentrate on the job in hand, rather than be part of some enormous and faceless conglomerate.
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Being a conglomerate, each of our businesses has a different challenge; business landscape is different for each business. It makes it challenging as well as exciting.
Our prevailing system of management has destroyed our people. People are born with intrinsic motivation, self-respect, dignity, curiosity to learn, joy in learning. The forces of destruction begin with toddlers - a prize for the best Halloween costume, grades in school, gold stars - and on up through the university. On the job people, teams, and divisions are ranked, reward for the top, punishment for the bottom. Management by Objectives, quotas, incentive pay, business plans, put together separately, division by division, cause further loss, unknown and unknowable.
The humanities of business in this age have become more important than the techniques of business. Each business and industry has to sweep the public misunderstandings and the false notions off its own front walk. Thus will a pathway be cleared for popular appreciation of the important rule of business in our freedom and in our way of life.
It is a great presumption to ascribe our successes to our own management, and not to esteem ourselves upon any blessing, rather as it is the bounty of heaven, than the acquisition of our own prudence.
The biggest part of my job now is to quickly develop successors, and around the world I am working to develop new business leaders in the company.
I think it would be more beneficial to protection of species if we could focus our efforts rather than paint a broad-brush area that is so enormous that active management is very, very difficult.
Why do we so mindlessly abuse our planet, our only home? The answer to that lies in each of us. Therefore, we will strive to bring about understanding that we are--each one of us--responsible for more than just ourselves, our family, our football team, our country, or our own kind; that there is more to life than just these things. That each one of us must also bring the natural world back into its proper place in our lives, and realize that doing so is not some lofty ideal but a vital part of our personal survival.
Business is cold and harsh. Business doesn't consider your personal needs or the ends of your family. Business doesn't allow you to keep to your job after you slaved at a place for 20+ years. Rather than increase your benefits, business cuts you out of the job situation so that you're job-hunting, off to find a far less prestigious position.
It's always bittersweet when you have a show that you own, that's against you. It's against one of our favorite comedies for NBC. And yes, that's part of the business model. House was on the Fox network for a number of years and was such a great business for the NBC-owned studio. That's part of what we're also trying to build. Hopefully, Mindy will help do that for us.
Zefr has all the ingredients for success - dynamic, inspiring management, the ability to marry technology and content, and a business model that can scale. I'm thrilled to be part of the team.
Our job this day is to become part of the answer to the world's immense and protracted suffering rather than continuing our ancient task of being part of the difficulty.
Now our biggest environmental problems come from our own actions, our own choices, rather than pollution produced by big business.
The way in which we manage the business of getting and spending is closely tied to our personal philosophy of living. We begin to develop this philosophy long before we have our first dollar to spend; and unless we are thinking people, our attitude toward money management may continue through the years to be tinged with the ignorance and innocence of childhood.
I have come to know that we learn much more of what is important when we concentrate on helping others than when we concentrate on our own challenges.
We are part of each other and part of something bigger than our own egos. An artist should... bring into the world some vision. Dancers should ask, "What is their work in the service of?"
Legislative reforms in the 1990s and the public/private structure led managements to expand the GSEs' balance sheets to enormous size, underpinned by wafer-thin slivers of capital, driving high shareholder returns and very high compensation for management.
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