A Quote by Tony Fadell
I've learnt something from every failure. The products I helped design at the first two companies I worked for were utter failures. But now I know why.
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On the table, Donald Trump: I'm gonna let Obamacare fail. I am going to let it fail. I am not gonna own this. This is an utter failure, utter disaster. I've tried. I worked with people. Obviously we don't have enough Republicans who want to vote this way. We need more Republicans in 2018, but I'm gonna let it fail 'cause I am not owning this baby. So failure, which is Obamacare, stays in place with all of its problems, expenses, failures versus repealing it. I'm telling you, the most painful choice here is leaving Obamacare in place.
Develop success from failures. Discouragement and failure are two of the surest steppingstones to success. No other element can do so much for a man if he is willing to study them and make capital out of them. Look backward. Can't you see where your failures have helped you?
All these companies that grew to any sizable proportions were all founded with a belief or a cause bigger than their products or services. It was their products or services that helped them bring that cause to life.
I truly believe that we're about to enter a second golden age of design. The first one was in the '50s and '60s, when designers like Raymond Loewy, Charles Eames, George Nelson and Dieter Rams were shepherds of the brands they were working with. They had influence over the products and how companies communicated and promoted themselves.
My failures were something for me - my first contact with professional football. Though it didn't go all that well, it's not a regret, it's just like that. But looking back, those failures helped me consider football differently, consider the professional game differently.
I was never carried away by success and have learnt from the failures. Satisfaction is what I crave for; fame and wealth are just by-products.
If you watched companies such as Sony and Samsung grow, they focused first on features and then on industrial design, which made their products look and feel better.
In England, all the English car companies were beginning to circle the drain in a series of well-deserved failures and bankruptcies, earned by making lousy products with very poor production at high prices. So, the government, back in the '70s, nationalized all the British car companies. The result was British Leyland, a name that perhaps doesn't resonate much with you.
Since Snowden went public, companies such as Apple and Google - two of the world's most valuable companies - have incorporated much greater encryption into their products and have also been at pains to show that they will not go along with U.S. government demands to access their encrypted products.
It used to be that American and European companies built their products in low-wage countries, separated by great distances from the innovators who developed the products and the markets where they were sold. But companies increasingly find that is an outmoded way of doing business.
In 2001, we were like most high-tech companies, with one or two primary products that were really important to us.
Failure's relative. I've always felt, even early on, if I lose the freedom to fail, something's not right about that. It's how you treat failure, too. There's something to learn from it. I've had movies that have failed colossally, so you kind of analyze your failures: What kind of failure was it? A failure because it's misunderstood by others? A failure because you misunderstood it yourself?
The reason everybody is so amazed and enamored with me right now is because I have worked every angle, I have worked every formula, I have worked every equation, I have seen every club, I have seen every performance, I have seen every joke, I have studied, I have done my job. That's why I'm good. It's not because I got up one night and decided I wanted to tell some f - -ing jokes.
From an operational perspective, exports challenge companies to design, develop, manufacture and supply products to discerning customers in global markets. This, in turn, motivates companies to scale up the value chain, which results in higher realisations.
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 the failures of Enron and WorldCom and other companies are partially failures of investors to recognize companies that are selling for a thousand times nothing, but chances are they may be worth only that.
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