A Quote by Sam Altman
Before 20 or 25 employees, most companies are structured with everyone reporting to the founder. It's totally flat.
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In a world where companies increasingly know about their business in real time, it makes no sense that public reporting mostly follows the old quarterly schedule. Companies sit on vital information until reporting day, at which point the market goes crazy.
Now, I will say, most American companies - most are run by honorable patriotic people who care about their employees and communities. But there are still too many powerful interests fighting to protect their own profits and privileges at the expense of everyone else.
If Obama raises my company's taxes by 20 percent, how am I going to be able to survive as a company? Well, if I've got 30 employees, that means I'm going to have to lay off 10 employees so I can be able to keep up with the health and benefits and pension plans for my other 20 employees.
In most cases, it's slight and often unintentional gaps in integrity that hold leaders, their employees, and their companies back. Despite their potential, these leaders harm their employees and themselves.
The economy in the next 20 to 25 years is going to change more than they did in the last 20, 25 years. And that's because exponential trends are affecting a bigger and bigger share of the economy. So we have some huge disruptions in store, and I can't predict exactly what the innovations are going to be. If I did, I would have already invented them. But I think they'll be comparable to the innovations we saw in the past 20, 25 years if not greater.
In almost any change there is 20 - 60 - 20. 20% are doing the change and we need to stay out of their way. 20% will never get there (a large percent still go into banks to see tellers vs. ATMs). 60% are in the middle. I think you will always find some companies where the head of HR is not a member of senior management team (bottom 20% and some companies where she or he has always been (top 20%).
When lack of structure fails, it fails all at once. What works totally fine from 0-20 employees, is disastrous at 30.
To reduce repossessions caused by unemployment, Gordon Brown needs to look at cutting the rate of corporation tax for small companies to 20 per cent and the main rate to 25 per cent, while reducing the rate of employers' national insurance by 1% for the smallest companies.
In talking to founder after founder; I've heard almost visceral reactions to working for companies, even very cool ones with great things to work on and lots of opportunity, like Facebook, Google, or consulting firms.
Our company wouldn't exist and wouldn't be around without our warehouse employees and our call center employees. And these employees - not just at Rent the Runway but at tens of thousands of other companies throughout the country - are treated unequally.
Most companies overlook the most basic of all training functions: the onboarding of new employees into their corporate culture.
Many companies don't exist after 25 years. It's a rarity. Or if they do exist, they're like IBM, with a totally changing personality.
Let's face it: Most companies in most industries have a kind of tunnel vision. They chase the same opportunities that everyone else is chasing, they miss the same opportunities that everyone else is missing. It's the companies that see a different game that win big. The most important question for innovators today is: What do you see that the competition doesn't see?
It struck me that most businesses have less than 100 employees, but most payroll services were going after bigger companies.
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.
I support the free enterprise system, and I want companies to make money, but they shouldn't be reaping profits from the deaths of their employees or former employees.
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