A Quote by Tim O'Reilly

I think that companies always become complacent, over time. Or most companies, that is. — © Tim O'Reilly
I think that companies always become complacent, over time. Or most companies, that is.
I think what's happening is companies are trying to maximize shareholder value and I think they realized that if they could hire more effectively, they would. What I'm suggesting, though, is that human resources departments in most companies have become so detached - have become such a bureaucracy - that they have become clueless. They don't realize that the processes they have put in place have very little to do with recruiting, retaining and bringing on talent.
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.
Companies that have been built and operated for a long time are the most successful companies.
If you think about companies that were built in Silicon Valley, a lot of them early on were chip companies. And now the companies that are there, like Apple, are much more successful than any of the chip companies were.
I think that we can all learn from what smart companies are doing. My objective is to demonstrate what's possible, even during tough economic times. This is a period of great business dislocation, but that means it's also the time to try new things. This will be a challenge for existing companies. But the behaviors of smart companies can be learned.
At Foundry Group, we always look for companies that we think build magic into their products. Occipital has been one of those 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.
I think there's a time to be private and a time to be public, and I think that companies like Facebook and Groupon are basically transformational companies. You don't come across them very often, and I'm pretty sure that they can continue to grow for a long time even being public.
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.
Today's consumers are eager to become loyal fans of companies that respect purposeful capitalism. They are not opposed to companies making a profit; indeed, they may even be investors in these companies - but at the core, they want more empathic, enlightened corporations that seek a balance between profit and purpose.
So many technologies start out with a burst of idealism, democratization, and opportunity, and over time, they close down and become less friendly to entrepreneurship, to innovation, to new ideas. Over time, the companies that become dominant take more out of the ecosystem than they put back in.
When e-commerce companies build scale, cost comes down. Companies that can handle scale and reduce costs over time will win. Margins will come from reducing costs over time and not by increasing prices. Technology is the answer at large scale.
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.
If we didn't have Net neutrality, carriers could do things like penalize companies that use a lot of bandwidth or create high-speed lanes and charge Internet companies extra fees to send their stuff over them. That would give an advantage to big companies and make life harder for startups.
What I really want to happen is for all companies to become eco - especially fast fashion 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.
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