A Quote by Richard Branson
If you are a small company taking on a big company, you need to have a sense of humor.
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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.
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.
The only choice that leads small business owners to real success in their endeavors is the one that requires real thought. Understanding and building the systems they need within their company to afford them a framework of organization that can scale the business from a company of one to a company of one thousand.
I never said that I wanted to be the only company, is it my fault that I ran my company well? Wouldn't you want the best for your company? Also consider that I started of small.
I had started at a small startup as a big-company guy. Now I was leaving a big company as a small-startup guy.
There are certainly valid reasons for taking a company private, and it's also possible that C.E.O.s perform better when monitored by a small number of owners in a private company rather than by the dispersed and often uninterested shareholders of a public corporation.
Beats is inherently different: the company is a consumer electronics company but also a media company; a packaged goods company but also an entertainment company.
At Travelers, we were much more opportunistic. It was very successful, but it wasn't an integrated financial services company. We had a property casualty company, a life company, a brokerage company. We were a financial conglomerate. It wasn't a unified, coordinated strategy of any sort. When it merged with Citi, that became a big issue; Citi, at that time, wasn't yet a fully integrated, coordinated company.
One thing a girl has to have is a good sense of a humor. I'm a really laid back guy who can find humor in just about anything, so my girlfriend would need to be a little like that too. She doesn't have to be a big jokester, but to me finding humor in things and not taking too much too seriously is a way of enjoying life, so that is important to me.
Donald Trump has been both a peculiar and characteristic American figure for more than three decades. Inheriting a small New York real-estate development company from his father, he parlayed it not so much into a big real-estate company, but himself into a fantasy of a big real-estate developer.
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.
A company's ethical behavior is ultimately triggered by some sense of caring. And care is a sense of closeness to someone or something. A company must bring value to whom or what it is close to.
I like being part of a big company's executive team. It's fun to stretch other parts of my brain, considering questions like, 'How should we think of acquisitions?' I get to be privy to things that would never come up at a small company.
I did something rather innovative that my competitors didn't like: I took out a full-page advertisement in the Yellow Pages that listed an office on the east side of Cincinnati, and another office on the west side, while every other heating/air-conditioning company had only one location and one phone number. I was the citywide company. In fact, our 'westside office' was just an answering service taking telephone message. From the start we appeared to be a big company.
Do I think that if Google wanted to go acquire a competitor, another big company, we should say no? Of course. We shouldn't be approving them acquiring AT&T or Sprint or some big company.
The company [Microsoft] really has to chart a direction in mobile devices. Because if you're going to be mobile-first, cloud-first you really do need to have a sense of what you're doing in mobile devices. I had put the company on a path. The board as I was leaving took the company on a path by buying Nokia, they kind of went ahead with that after I told them I was going to go. The company, between me and the board, had taken that sort of view. Satya, he's certainly changed that. He needs to have a clear path forward. But I'm sure he'll get there.
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