A Quote by Ted Waitt

Intel's a great company, and Microsoft is a great company. Everybody seems to do a lot better when there is competition. — © Ted Waitt
Intel's a great company, and Microsoft is a great company. Everybody seems to do a lot better when there is competition.
If Apple has a flaw, it's the inability of the company to crush competition using the kind of aggressive tactics that companies like Microsoft and Intel have always applied.
I have my own theory about why decline happens at companies like IBM or Microsoft. The company does a great job, innovates and becomes a monopoly or close to it in some field, and then the quality of the product becomes less important. The company starts valuing the great salesmen, because they’re the ones who can move the needle on revenues, not the product engineers and designers. So the salespeople end up running the company.
[We in Microsoft] are not the only software company but we are a great software company doing some unique work.
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.
Given a choice between great food and boring company or boring food and great company, I'll take the great company any day.
It's my job for Oracle, the number two software company in the world; to become the number one software company in the world. My job is to build better than the competition, sell those products in the marketplace and eventually supplant Microsoft and move from being number two to number one.
A good company delivers excellent products and services, and a great company does all that and strives to make the world a better place.
I'm from the school that great performers and great leaders create more great leaders. Give people other experiences, other responsibilities. Have them join organizations within the company and outside the company.
I have a company that is not Microsoft, called Corbis. Corbis is the operation that merged with Bettman Archives. It has nothing to do with Microsoft. It was intentionally done outside of Microsoft because Microsoft isn't interested.
Everything I have is a private company. And even though a public company's a great thing, it's great for financing and all of the stuff you need to do. I'm not answering to anybody but my wife and my children and the people who work for me, and my partners.
Let's say a startup is hot. It ships something great, and it achieves success. Thus, it's able to attract the best, brightest, and most talented. These people have been told they're the best since childhood. Indeed, being hired by the hot company is "proof" that they are the A and A+ players; in fact, the company is so hot that it can out-recruit Google and Microsoft.
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.
As the company grows and about this 25 or so employee size, your main job shifts from building a great product to building a great company.
Those who build great companies understand that the ultimate throttle on growth for any great company is not markets, or technology, or competition, or products. It is one thing above all others: the ability to get and keep enough of the right people.
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.
As great as you believe your new product or company is, the world got along just fine without you. The greatest competition every startup faces is convincing consumers that there is a better solution to the problems that vex them.
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