A Quote by Winston Churchill
I'd rather spend half an hour in the company of a top carpenter, than three hours in the company of an average brain surgeon
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John W. Snow was paid more than $50 million in salary, bonus and stock in his nearly 12 years as chairman of the CSX Corporation, the railroad company. During that period, the company's profits fell, and its stock rose a bit more than half as much as that of the average big company.
Thank God my hair is always the same. And I get dressed very quickly. I am not one of those people who spend three hours getting dressed. I never understood that. What do you do for the two and a half hours after the half hour it takes you to get ready?
We generally acquire a company every three to four weeks on average. And so it's a rare month that there's not a company being bought. We typically buy for technology and really great people.
The down market favours the small two-, three-, four-person company, not the huge company with 100 people losing half a million dollars a month.
In the beginning I remember when I would spend three hours a day on MySpace just trying to comment everyone back, and now, I spend a half hour a night on MySpace just putting up new stuff and answering people back and monitoring all the fan sites, and saying hi and thank you. I'm still way on top of it. I haven't grown out of it because it'll always be something that helped launch my career, and I'm going to keep maintaining it.
Three days of uninterrupted company in a vehicle will make you better acquainted with another, than one hour's conversation with him every day for three years.
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.
When top executives get huge pay hikes at the same time as middle-level and hourly workers lose their jobs and retirement savings, or have to accept negligible pay raises and cuts in health and pension benefits, company morale plummets. I hear it all the time from employees: This company, they say, is being run only for the benefit of the people at the top. So why should we put in extra effort, commit extra hours, take on extra responsibilities? We'll do the minimum, even cut corners. This is often the death knell of a company.
We would rather be in the company of somebody we like than in the company of the most superior being of our acquaintance.
PepsiCo is a $63 billion company. Half the company is snacks, and half the company is beverages. We have a glorious snacks business and a glorious beverage business. We are extremely profitable. We are growing.
The illusion of companionship sits waiting in the television set. We keep our televisions on more than we watch them - an average of more than seven hours a day. For background. For company.
For a global company, it is imperative to respect and honor local culture and weave that into the core company values rather than the other way around.
Everything becomes connected, and cyber security becomes the top issue for CEOs. An average company has 40-60 security vendors, and they have a violation every three months with viruses.
Meetings are the linchpin of everything. If someone says you have an hour to investigate a company, I wouldn't look at the balance sheet. I'd watch their executive team in a meeting for an hour. If they are clear and focused and have the board on the edge of their seats, I'd say this is a good company worth investing in.
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.
One of the challenges assembling the film was that gun fight went on for three and a half hours and we obviously couldn't spend three and a half hours of the film with one gun fight. It was trying to figure out the balance of how much an audience could take before they either became repulsed or desensitized or bored or just overwhelmed.
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