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Company Quotes

“Every entrepreneur faces trade-offs when founding and growing their company. As we discovered at YouTube, those early decisions have far-reaching impacts and lead to unforeseen pitfalls down the road. Noam Wasserman uses vivid anecdotes and deep research to expertly outline the key early choices that define a startup, making The Founder's Dilemmas an invaluable alternative to real-world trial and error.”

“Deciding to get back together with someone is a complicated and difficult decision. Just remember that the person you are getting back together with is the same person who, not long before, looked you in your beautiful face, took full stock of you and all your qualities, and told you that he was no longer in need of your company.”

“Someone in the society has to deal with the reality that there are finite resources and we're making trade-offs, and be explicit about that. When the car companies were found to have a memo that actually said, "This safety feature costs X and saved Y lives," the very existence of that memo was considered damning. Or when you made it reimbursable for a doctor to ask, "Do you want heroic care at the end-of-life," that was a death panel. No, it wasn't a death panel! It was asking somebody to make a decision.”

“People are definitely a company's greatest asset. It doesn't make any difference whether the product is cars or cosmetics. A company is only as good as the people it keeps.”

“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.”

“Generally the reason they fail in the job is, you made some mistake in the hiring process in that you didn't match... them to the needs of your company accurately enough. That's the #1 reason this fails. And that's generally a good place to start: Here's where we are and here's what I didn't recognize about us and about you when I made the decision, and now it is what it is.”

“"If you are loyal you are successful," ruminated the company paper at one time. "All useful work is raised to the plane of art when love for the task-loyalty-is fused with the effort. Loyalty is the great lubricant of life. It saves the wear and tear of making daily decisions as to what is best to do. The man who is loyal to his work is not wrung nor perplexed by doubts, he sticks to the ship, and if the ship founders he goes down like a hero with colors flying at the masthead and the band playing."”

“Activist Supreme Courts are not new. The Dred Scott decision in 1856, imposing slavery in free territories; the Plessy decision in 1896, imposing segregation on a private railroad company; the Korematsu decision in 1944, upholding Franklin Roosevelt’s internment of American citizens, mostly Japanese Americans; and the Roe decision in 1973, imposing abortion on the entire nation; are examples of the consequences of activist Courts and justices.”

“When this crisis began, crucial decisions about what would happen to some of the world's biggest companies - companies employing tens of thousands of people and holding trillions of dollars in assets - took place in hurried discussions in the middle of the night. We should not be forced to choose between allowing a company to fall into a rapid and chaotic dissolution or forcing taxpayers to foot the bill.”

“As far as Paris goes, we don't know for sure yet how these guys communicate among themselves and how they communicated back to the ISIS leadership in Iraq and Syria, but I'm fairly confident we're going to learn they used these encrypted communication applications that have commercial encryption and are extremely difficult for companies to break - and which the companies have made the decision not to produce a key for.”

“Companies made these decisions about encryption when they were finding it very difficult to sell their products overseas because the [Edward] Snowden disclosures created the impression that the U.S. government was inside this hardware and software produced by them. They needed to do something to deal with the perception.”