if companies are in business solely to make money, no consumer can fully trust what they do or say.
I don't think I'm a risk-taker. I don't think any entrepreneur is. I think that's one of those myths of commerce. The new entrepreneur is more values-led: you do what looks risky to other people because that's what your convictions tell you to do. Other companies would say I'm taking risks, but that's my path - it doesn't feel like risk to me.
Why should how I act in my workplace be any different from how I interact with my family at home? It's making sure the company runs on feminine principles where the major ethic is care.
I run my company according to feminine principles, principles of caring, making intuitive decisions, not getting hung up on hierarchy or all those dreadfully boring business-school management ideas; having a sense of work as being part of your life, not separate from it; putting your labor where your love is; being responsible to the world in how you use your profits; recognizing the bottom line should stay at the bottom.
I think the leadership of a company should encourage the next generation not just to follow, but to overtake.
We have to recognise, that the gin-palace, like many other evils, although as poisonous, is still a natural outgrowth of our social conditions. The tap-room in many cases is the poor man's only parlour. Many a man takes to beer, not from the love of beer, but from a natural craving for the light, warmth, company, and comfort which is thrown in along with the beer, and which he cannot get excepting by buying beer. Reformers will never get rid of the drink shop until they can outbid it in the subsidiary attractions which it offers to its customers.
I'd crack up without my music. It's the best company you can have, really. It don't say 'no' or 'maybe,' or ask no questions.
In the history of enterprise, most of the protagonists of major new products and companies began their education - not in the classroom, where the old ways are taught, but in the factories and labs where new ways are wrought ... nothing has been so rare in recent years as an Ivy League graduate who has made a significant innovation in American enterprise.
Usually, the biggest companies are not the most dynamic.
Without doubt, there are lots of ways to measure the pulse of a business. But if you have employee engagement, customer satisfaction, and cash flow right, you can be sure your company is healthy and on the way to winning.
If an open source product gets good enough, we'll simply take it. So the great thing about open source is nobody owns it - a company like Oracle is free to take it for nothing, include it in our products and charge for support, and that's what we'll do. So it is not disruptive at all - you have to find places to add value. Once open source gets good enough, competing with it would be insane. We don't have to fight open source, we have to exploit open source.
It was the custom when men received nominations to come to me for contributions, and I made them and considered them good paying investments for the company. In a Republican district I was a strong Republican; in a Democratic district I was Democratic, and in doubtful districts I was doubtful. In politics I was an Erie Railroad man all the time.
I have the disadvantage of not being sociable. Wall Street men are fond of company and sport. A man makes one hundred thousand dollars there and immediately buys a yacht, begins to race fast horses, and becomes a sport generally. My tastes lie in a different direction. When business hours are over I go home and spend the remainder of the day with my wife, my children, and books of my library. Every man has natural inclinations of his own. Mine are domestic. They are not calculated to make me particularly popular in Wall Street, and I cannot help that.
acting is a wild ride, shared in the company of other actors.
The degree to which the opportunity to use power effectively is granted to or withheld from individuals is one operative difference between those companies which stagnate and those which innovate.
Power stems from 'rainmaking,' as law firms put it: the ability to bring resources into the company.
if networks of women are formed, they should be job related and task related rather than female-concerns related. Personal networks for sociability in the context of a work organization would tend to promote the image of women contained in the temperamental model - that companies must compensate for women's deficiencies and bring them together for support because they could not make it on their own. But job-related task forces serve the social-psychological functions while reinforcing a more positive image of women.
Lack of opportunity breeds dreams of escape. But professionals and managers who have invested in their careers do not leave the work force as frequently as discouraged workers in lower status occupations. Instead, they keep working, but they escape emotionally by defining achievement in professional, not company, terms. ... Thus, the potential for being stuck as career uncertainty grows takes its toll in weakening attachment to any particular employer.
... Washington is, for one thing, the news capital of the world. And for another, it is a company town. Most of the interesting people in Washington either work for the government or write about it.
Politicians make good company for a while just as children do - their self-enjoyment is contagious. But they soon exhaust their favourite subjects - themselves.
A discursive student is almost certain to fall into bad company. Ten minutes with a French novel or a German rationalist have sent a reader away with a fever for life.
Professed authors who overestimate their vocation are too full of themselves to be agreeable companions. The demands of their egotism are inveterate. They seem to be incapable of that abandon which is the requisite condition of social pleasure; and bent upon winning a tribute of admiration, or some hint which they can turn to the account of pen-craft, there is seldom in their company any of the delightful unconsciousness which harmonizes a circle.
Industry suffers from the managerial dogma that for the sake of stability and continuity, the company should be independent of the competence of individual employees.
The millions currently trapped in poverty and despair are a tremendous untapped resource. Just think of what it would mean for America to gain full use of the talents and abilities of all her people. They would develop new innovations to improve our lives, or help build the next great American company.
The company you keep at death is, of all things, most dependent on chance.
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