I believe companies like ours are going to be as large as media companies and social networking companies that are valued in the tens of billions of dollars.
Most smart companies should make themselves media companies. That means they put out their own information.
The old ways still apply. You can still send tapes to record companies, and there are record companies, you know, there are one or two of the record companies do declare proudly that they listen to every single one that comes.
Most companies don't want their data co-mingled with other customers. Small companies will tolerate it.
Music companies are not technology companies any more than technology companies are music companies. They're really different from each other.
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.
Trust-me companies are companies whose financial results gallop ahead of their businesses, companies with seemingly perfect control over their quarterly sales and profits. Companies whose financial statements are loaded with footnotes: companies that short-sellers often attack but rarely dent.
When screening engineers from other companies, its smart to value engineers from great companies more than those from mediocre companies.
If you look at the top 20 companies of the world, 19 of them are still brick-and-mortar companies. I have nothing against tech companies. What I am saying is that if you have a car manufacturer or an oil and gas manufacturer, you won't get the supply over the Net.
The vast majority of companies don't go public and mint dozens of millionaires. And most companies don't go around doling out stock options; private companies tend to be very tight about ownership.
Successful companies in social media function more like entertainment companies, publishers, or party planners than as traditional advertisers.
The problem that we've had is four media companies run media, globally. And some say they're on the Right and some say they're on the Left; look, they're all afraid of losing Ford as a client. So they're all, by definition, huge companies that are going to be inherently conservative.
Where you have complexity, by nature you can have fraud and mistakes. You'll have more of that than in a company that shovels sand from a river and sells it. This will always be true of financial companies, including ones run by governments. If you want accurate numbers from financial companies, you're in the wrong world.
Every company that manufactures something is causing some damage either to the soil or water or air. Most companies treat these as externalities. But the growing movement of sustainability calls for companies to internalize these costs. Once companies do this, they will have a strong incentive to reduce their carbon footprint.
At 25, I made many companies. I was thinking more like a businessman or entrepreneur than a CEO. I created many companies, small companies, medium companies. I tried to be involved in many kinds of activities, in finance, in real estate, in mining.
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.