Who can object to a monopoly when any new company, if it is built around a scientific nucleus, can create a new monopoly of its own by creating a wholly new field?
We cannot embrace His cross, and yet refuse our own. We cannot raise the cup of His remembrance to our lips, without a secret pledge to Him, to one another, to the great company of the faithful in every age that we, too, hold ourselves at God's disposal, that we will ask nothing on our own account, that we will pass simply into the Divine hand to take us whither it will.
The major media companies are playing a defensive game, and I'm not sure I blame them. If you look at the digital revolution, you look at who the winners and the losers are, there are some very very big losers - music, the newspaper industry. And there are some really big winners, social media, Facebook.
The issue for the major companies is how, is how when and where to make their content online. So you look at these major cable companies, whether it's Disney or Time Warner, News Corp., ESPN, USA, they're being very very careful, about making their content available over the internet, and they're trying to figure it out.
I have a soft spot for musicians. If a man could ride this roller coaster with me and come out alive, then I guess we'd deserve each other's company.
Music companies are not technology companies any more than technology companies are music companies. They're really different from each other.
The technology companies don't understand creative things at all. Silicon Valley's view of the creative process in Hollywood is a bunch of guys in their young thirties sitting on a couch, drinking beer, and thinking up jokes.
It's understandable that the music companies that are comprised of people that are successful by making good creative decisions - they have to decide which out of fifty artists is the next hot one, with no data to go from. It's an intuitive process, and that's what they do well when they're successful. They don't understand technology.
I'd say we [Apple Inc.] are the most creative of the technology companies and definitely the most artist-friendly. Almost everyone in the music business uses a Mac and everyone has an iPod.
I learned how difficult it is to be an artist. There are always compromises. The record company wants you to do this, your fans want you to do this, your family, you can't concentrate on your work. It's a hard thing to be an artist and not give up. That's why I have so much respect for people like Dylan and Neil Young and Tom Waits, because they keep at it. I have a new respect for a true artist.
We're not a media company. We don't own media. We don't own music. We don't own films or television. We're not a media company. We're just Apple.
It is only after years of struggle and deprivation that the young artist should touch color - and then only in the company of his betters.
When you think about the current present value of the fossil fuel reserves that are on the books, the current fossil fuel companies, the last time that that much wealth was at stake was when the South fought the Civil War.
You either disrupt your own company or someone else will.
CEOs resign when the internal dynamics of the company and the external dynamics of the company actually come together to say it is appropriate. When the internal dynamics ask you whether you have a replacement. I think the transition from CEOships have also become cartoonish.
Fresh out of college, you tend to join a company because it's a job. But, you tend to stay because it becomes a career; you start to feel at home. In the beginning of your career, you're focused on you: 'I like this place because I'm doing rewarding work; they take good care of me; the people are nice; there's runway for me,' etc.
As a person, I was born to give out my opinions. By giving out my opinions, I realize who I am. As long as I can communicate, I'm not so lonely. If I cannot travel, or do art, or have company, if they take away all my belongings, it doesn't matter at all.
I don't think there's anything wrong with being paternalistic as a company.
For me, exploration was a personal venture. I did not go to the Arabian desert to collect plants nor to make a map; such things were incidental. At heart I knew that to write or even to talk of my travels was to tarnish the achievement. I went there to find peace in the hardship of desert travel and the company of desert peoples. I set myself a goal on these journeys, and, although the goal itself was unimportant, its attainment had to be worth every effort and sacrifice... No, it is not the goal but the way there that matters, and the harder the way the more worth while the journey.
Mom-and-pop businesses have the same issues as the Fortune 500. The difference is that big companies spend millions on consultants to fix them.
Customer-centricity should be about delivering value for customers that will eventually create value for the company.
Maybe it's whiner's fatigue, but I'm getting tired of hearing about how hard it is to start a company and be a CEO. It's not that hard.
Running a successful, growing company in Silicon Valley can create an ironic sort of depression and delusion. The better you're doing, the higher the stakes, and higher expectations for you to win. Maybe that's why people say it's so hard. But that doesn't make it hard. That just makes it distracting.
Where has this book been? The Culture Engine demystifies the what and how of driving your company's culture to produce transformational business outcomes. Chris Edmonds operationalizes culture while offering practical tools necessary to align your people and gain profound competitive advantage.
The future will be less predictable, forecast rises will shrink, company lifetimes will shrink, new entrants will proliferate and it’s going to just get more unpredictable. If you thought financial crises came and went, just count on them – another economic collapse, it’s almost going to be like not news any more. But for startups this is great, because it’s a perpetual driver of disruption.
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