A Quote by Jim Barksdale
I've tended to work at fast-growing companies that improve the way business gets done.
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I still work hard to know my business. I'm continuously looking for ways to improve all my companies, and I'm always selling. Always.
Nobody has a guaranteed position in computer technologies business. We've done some good work, but all of these products become obsolete so fast and the structure of the business as it broadens out is going to be so different.
You can invest to create the new growth business while the core business is still growing, because new business units don't need to get big fast. But when the core business stops growing, investing to create new growth businesses becomes impossible.
The reason I grew so fast in the supermarket business, without help of the banks in those days, was through my vendors. I convinced my vendors, the companies I was doing business with, if I did more business, they would do more business.
My primary early interest was in marketing and my aim was to improve its theories, methods and tools. Early on I pressed companies to adopt a consumer orientation and to be in the value creation business. I didn't pay much attention to the social responsibilities of business until later. Now I am pressing companies to address the triple bottom line: people, the planet, and profits. I found that companies were too much into short term profit maximization and they needed to invest more in sustainability thinking.
So often, we leave the selfless side of ourselves for nights and weekends, for our charity work. It is our duty to inject that into our day-to-day business, into the work that we do, to improve corporations, to improve civil society, and to improve government.
If you look at the parts I've played and the movies I've done... I mean you have to work with the stereotype. The stereotype gets you paid, it gets you in the business. If they're looking for a white housewife, they're going to go for Joan Cusack.
The fast growing markets - the BRICS and Next Eleven - are the key. The next billion consumers are not going to come from the US or Western Europe - they are coming from Asia, Latin America and Africa. Formula One follows our strategy: fast growing markets, data, and digital. All those three things Formula One has. And it involves a stunning array of companies. Now that doesn't mean there can't be more.
Building fast-growing, globally competitive companies is tough.
We're no longer a small business; we're a large organization spread around the world. I can't imagine Netscape growing as fast as it has if it weren't for the way we use our products.
Most governments lie to each other. That's the way business gets done.
Today, companies have to radically revolutionize themselves every few years just to stay relevant. That's because technology and the Internet have transformed the business landscape forever. The fast-paced digital age has accelerated the need for companies to become agile.
I did this the hard way. I have worked my entire life in this business, and I've done the work - from being on the selling floor to learning to speak Italian to work with manufacturers with John Bartlett. I've done it all. I've paid my dues.
We have always been a nation that has celebrated success of various kinds. The kid that gets the honor roll, the individual worker that gets a promotion, the person that gets a better job. And in fact, the person that builds a business. And by the way, if you have a business and you started it, you did build it. And you deserve credit for that.
Speedwork is terribly overrated! I remember talking to runners after distance races and someone is sure to say they were able to run fast off base work with no speed work at all. The truth is speedwork doesn't work. Lots of miles, and then fast miles gets you there much quicker than speed work.
Money often determines not only who gets elected, but what gets done. Which voices do lawmakers listen to, the banks or home owners, coal companies, or asthma sufferers, the CEOs or the unemployed?
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