A Quote by Steve Ballmer

Our company has to be a company that enables its people. — © Steve Ballmer
Our company has to be a company that enables its people.
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.
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.
What's been unique about our acquisition is that Google is leaving us independent. That actually means that the company is structured the same... We really are a company within a company.
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.
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.
Why are we here? I think many people assume, wrongly, that a company exists solely to make money. Money is an important part of a company's existence, if the company is any good. But a result is not a cause. We have to go deeper and find the real reason for our being.
Generally, what people tend to underestimate is the cyborg nature of Groupon. We are a company that has the DNA of being both a technology company and a heavily operational company.
I learnt earlier on that If you can run one company.You can really run any company.A company is all about finding the right people and inspiring those people,drawing out the best in people
Shareholder activism is not a privilege - it is a right and a responsibility. When we invest in a company, we own part of that company and we are partly responsible for how that company progresses. If we believe there is something going wrong with the company, then we, as shareholders, must become active and vocal.
At the end of the day, the Irvine Co. is slowly being transformed. Our long-term goal is to transform what was once an agricultural company to a development company, and to that, the next, final step is to create a large real estate investment company.
My idea of good company is the company of clever, well-informed people who have a great deal of conversation; that is what I call good company.
Once a company develops out of its consumer base, you will often see a well-funded multinational company come in and take over that space. The black-owned company either stays a niche company or just disappears. This is something we don't want to happen.
When a nanotech company matures and becomes a real business, it becomes something else. It becomes a biotech company or a cleantech company or a memory chip company. Nanotechnology has fueled the core innovations in electronics and energy.
From the business point of view, always encouraging the people in our company to own stock in the company, and if we're going to build something great, to have a lot of people share in the benefits of that greatness.
Our mantra has been, 'We will not buy a company unless we think the people that make up the company have a better job the day after the acquisition than before.'
A company can be an amazing company, but they can set their valuation of their company so high to where they price themselves out.
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