Top 1200 Disney Company Quotes & Sayings - Page 3

I think the number of books published by Mr. Disney has nothing to do with whether or not he is bringing literature to children. That judgment has got to be based on quality rather than quantity. It's the same old problem that continually plagues American culture. I would rather have children playing their own games out of doors in the sunlight than getting the misrepresentation of literature as given by Walt Disney.

Some of the best ideas throughout the company's evolution have been from places all throughout the company whether it's an engineer or someone on the customer support team. Just different areas around the company.

Toward the end of the film ['Life, Animated'] we see 'The Sidekicks Story,' and that is a story that Owen drew himself. We took that style, which is decidedly different from Disney animation, and used it as a basis. It's a 'two-dimensional' hand drawn animated form, so I went to this company in Paris called 'Mac Guff,' and they assembled an amazing group of young animators, and brought it to life.

Some years ago one oil company bought a fertilizer company, and every other major oil company practically ran out and bought a fertilizer company. And there was no more damned reason for all these oil companies to buy fertilizer companies, but they didn't know exactly what to do, and if Exxon was doing it, it was good enough for Mobil and vice versa.

The cool parts - the parts that have won Dubai its reputation as 'the Vegas of the Middle East' or 'the Venice of the Middle East' or 'the Disney World of the Middle East, if Disney World were the size of San Francisco and out in a desert' - have been built in the last ten years.

Storytelling is the game. It's what we all do. It's why Nike is Nike, it's why Apple is Apple, it's why Walt Disney built Disney World and it's why Vince McMahon makes a billion dollars.

What happened in the early days of Disney is that Walt Disney used all of the new technologies as they came out. When matting came out, they adopted it. They adopted sound and color and xerography. Walt did that. And then, when he died, people began to think that this is just about making films, so they stopped bringing in new technologies.

He who walks in the company of fools suffers much. Company with fools, as with an enemy, is always painful. Company with the wise is pleasure, like meeting with kinfolk.

People have said, 'Why don't you make your own company like Chan-wook Park has his own company,' but my head is full of writing and directing and I don't feel like I want to run a company. That's not really within my personality as well.

The only choice that leads small business owners to real success in their endeavors is the one that requires real thought. Understanding and building the systems they need within their company to afford them a framework of organization that can scale the business from a company of one to a company of one thousand.

I tried to build a company my father would have been proud to work for, that he would have looked back on and said, 'That's the company that honoured me, even though I don't have an education'. I wanted to build a company that had a conscience.

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.

If there's a car company, and you have another car company, you don't stop building your car and company because there are others.

I think the truth is the Marvel fiefdom exists very independently inside the Disney world, inside the Disney universe. They're not resistant to that kind of thing but they have their, you know there is a whole sort of machine energy and momentum that is the sort of creative drive behind the whole universe that has a big impact on the individual films. I'm glad those scenes got out there. And we've got a few interesting deleted scenes on this.

Obviously solving the education problem is big and complex, and there's already so many failings, but coding is the new fluency. This is the most valuable skill of this century. If you want to be a founder of a company, and not even just a tech company, but like a founder of a company, because I'm telling you software is going to play a role.

At the end of the day, the Irvine Co. is slowly being transformed. Our long-term goal is to transform what was once an agricultural company to a development company, and to that, the next, final step is to create a large real estate investment company.

Companies that actually survive and flourish are going to change their business model from production to aggregating the networks and the network services and solutions. If you're a construction company or an IT company or a logistics company or an information data operation, to the extent that you can find ways to help build the commons, you can get some commercial value in that.

I learnt earlier on that If you can run one company.You can really run any company.A company is all about finding the right people and inspiring those people,drawing out the best in people

You simply can't be tentative in a startup. You have to go for it at every chance you get. And if the leader of the organization is anxious, his or her fear pervades the organization. Everything comes from the top in a company. So if you are starting a company or building one, face your fears and move past them. It's critically important to your company.

I've talked to several CEOs - from a recycling company in Indiana, a furniture company in Kentucky, a brewing company in Colorado, and more - who believe paying higher wages is both the right thing to do and part of a successful business model.

More than once in the history of Whole Foods Market, the company was unable to collectively evolve until I myself was able to evolve - in other words, I was holding the company back. My personal growth enabled the company to evolve.

When you're coming into a company and, you know, have to do a transformation, what you really want to do is look at the company and say, 'Okay, here are the parts that the company does well. How do we get those genes to hyper-express? The genes that are getting in the way, how do you turn those off?'

We went to the New York World's Fair, saw what the past had been like, according to the Ford Motor Car Company and Walt Disney, saw what the future would be like, according to General Motors. And I asked myself about the present: how wide it was, how deep it was, how much was mine to keep.

In college, I was a cartoonist at 'The Daily Northwestern.' So I draw myself. I was an animator. But basically, I went to Northwestern to major in English, wound up in college for two years. Studied animation there. Came to Disney. My first week at Disney was the week that 'Star Wars' came out.

I was actually going to work at Tokyo Disney. I thought, 'I'll work in the family!' That was my postgraduate plan. I didn't really have any plans lined up, but I was going to audition for this big band jazz show that was at Tokyo Disney. I think the concert was, like, for a year or something, and I thought, 'Yeah, that's what I'll do!'

Disney is a huge presence when it comes to fairy tales because he’s made of them such brilliant artifacts in terms of movie-making. But it’s very hard to ignore what he’s done to them. I'm not interested in denigrating Disney or even commenting on him very much. I'm more interested in seeing what I can do with the stories myself.

Most artists have contracts directly with the record company, and when they do music, all of their music is owned by the record company. But I did mine through a production company.

We want employees teaching each other what they know. We're tying to build a company so each person can achieve at a very high level - we're not just the engineering company or the design company.

When I was, like, 16, I went in to the head of Disney, and I hadn't taken acting class really at all, and I didn't know what I was doing, and it was really embarrassing. Of course, you think Disney wants over-the-top and funny, and I was just trying to be over-the-top and funny, and it just wasn't working, and that was the worst.

When you turn a company profitable you've gone from a company whose days are numbered to a company whose days can be infinite.

If I ran the whole place like it was my way or the highway, we would not be as good a company. I'm going to have mistakes - they'll be made on my watch and will embarrass me. But I'll also make sure the company learns from them so it can become a better company.

It's always been a dream of mine to do a voice for a Disney movie. I think Disney movies and theater are very closely related. That would be amazing. I don't know about doing a Broadway musical, just because I don't really know how people do it. You just work all the time. That's something that I would definitely have to work up to.

People invest in companies in order to get a share of the profit that company will make. If the Government increases its share of the profits, potential profits, at the expense of the owners of the company, the shareholders, then that makes investment in that company less attractive.

Even when I'm writing plays I enjoy having company and mentally I think of that company as the company I'm writing for.

I described the CEO job as knowing what to do and getting the company to do what you want. Designing a proper company culture will help you get your company to do what you want in certain important areas for a very long time.

Understand this - as a new company, if you don't know how to get interested prospects into your company, then you don't have a company. At the same time, if you, as a owner, have to drive every lead into your business, then you need a real lead generation strategy.

Pixar makes movies that make sense for Pixar, and Disney makes movies that make sense for Disney, and they've each emerged in their own unique way.

Why are we here? I think many people assume, wrongly, that a company exists solely to make money. Money is an important part of a company's existence, if the company is any good. But a result is not a cause. We have to go deeper and find the real reason for our being.

A few Disney TV composers had me pinch-hit writing some scoring cues to picture. Disney tapped me to be the composer for the underscore and song producer for this new show called "Phineas and Ferb."There is nothing like a successful animated show to get your chops up. You have to do every style - action, adventure, romantic, suspense, spy, poignant, rock, funk, big band - delivered on a deadline.

As a company, we have to be very transparent. We are in a business very related to finance, and I want this company to last long, and I want this company to be audited by everyone.

I've been fascinated with gargoyles since I was a kid. I took a high school trip to Europe, the 8 countries in 5 weeks kind of trip. Even then I collected postcards of gargoyles. Then I sort of forgot about it. You flash-forward a few years and I'm at Disney, we're looking for an idea to base a show on. I was running series development at the time at Disney TV Animation. And we came up with the Gargoyles comedy series. Which didn't sell!

Microsoft is a much bigger company than Qualcomm - a much bigger company - and there were a few days where I thought, 'I don't know if I can do this. It's huge.' My job was to come into the company and grow new businesses, and I thought, 'I'm not sure,' but it's all worked out pretty well.

I think the company that has the clearest set of values is Amazon. That company knows what it is. It may be that it's not your cup of tea, but every single person at that company knows what the Amazon values are.

You can't have a bad time at Disney World. It's not allowed. They have hidden electronic surveillance cameras everywhere, and if they catch you failing to laugh with childlike wonder, they lock you inside a costume representing a beloved Disney character such as Goofy and make you walk about in the Florida heat getting grabbed and leaped on by violently excited children until you have learned your lesson.

Our company has been very forward-thinking about digital technology and the opportunity that it gives us. As we move into a world where we have more and more devices at our disposal, that really means more and more opportunities for the Walt Disney Co. to reach you: through our entertainment, through all of our divisions.

I think the next massive wave of value creation will be when you can get a manufacturing company or agriculture devices company or a health care company to develop dozens of AI solutions to help their businesses.

After the song [for sausage Party] was finally done, we didn't have enough time, but we thought it would be fun. It also would've thrown it off a bit, because we really are doing more of an homage to Pixar, and if we filled it with songs, it would've felt more like Disney. And we had an experience, while we were making it, that going too Disney made it too weird.

Profitability, growth, and safeguards against existential risks are crucial to strengthening a company's long-term prospects. But if these three factors constitute a company's 'hard power,' firms also need 'soft power': public trust and acceptance, won by fulfilling a company's social responsibility.

A romantic or classical view of the French approach would have been to say, 'It's a French company; let no one attack it. Let's block any merger. But the reality is Alcatel-Lucent is not a French company; it's a global company. Its main markets are China and the U.S. Its ownership is foreign; most of its managers aren't French.

It's easy for a multi-billion company like WWE - it's for a company like that to hire anyone. So I'm glad Bobby Lashley is back in action with that company, 'cause he's a fantastic guy.

If you are a single product company, then you are a contract company. But if you enter the retail market, then you have to be a multiple product company.

If a German company takes over 51 percent of an Indian one, it is given far-reaching controlling rights. But if an Indian company owns the majority of a German company, it is granted only very limited influence. That is unfair.

I loved Disney. 'Fantasia' was my first, favorite Disney movie. And it just kept going. I loved 'Bambi.' I loved 'Cinderella,' 'Lady and the Tramp' and 'Snow White' and even 'Mary Poppins' which wasn't even fully animated - it was just a little bit animated. They were such a part of my growing up years; I was just very connected to them.

A company is a multidimensional system capable of growth, expansion, and self-regulation. It is, therefore, not a thing but a set of interacting forces. Any theory of organization must be capable of reflecting a company's many facets, its dynamism, and its basic orderliness. When company organization is reviewed, or when reorganizing a company, it must be loked upon as a whole, as a total system.

I want to be commercial, so imagine Disney people mixed with underground techno people... mixed with sass. An example of an underground techno person would be that French artist Yelle. She's all in French, so I can't understand a word she's saying, but her beats are really cool, and that's something that I want to do...but mix Disney in there, and that's what I want.

There was a guy that I got to know pretty well - Joe Grant. He was one of the creators of Dumbo and worked side-by-side with Disney. Being a total Disney nerd, I was obsessed with asking him questions. He was 92 when I got to know him.

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.

Whenever I talk to people who founded a company, I often like to ask the prehistory questions 'When did you meet? How long have you been working before you started the company?' A bad answer is, 'We met at a networking event a week ago, and we started a company because we both want to be entrepreneurs.'

I'm involved in everything from a nutraceutical company to a pharmaceutical company to a medical device company. My whole world revolves around health, and I feel it's my responsibility, in a way, and I say it this way, and I don't take this lightly.

When a change initiative is focused on changing a company's culture directly, it can take five to ten years to accomplish its objective. Company cultures don't change easily. My friend Peter Drucker used to argue that company cultures don't change at all.