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“My job is to not be easy on people. My job is to make them better. My job is to pull things together from different parts of the company and clear the ways and get the resources for the key projects. And to take these great people we have and to push them and make them even better, coming up with more aggressive visions of how it could be.”

“I've had a chance to really stretch and do a lot of different genres. When I started acting, my whole focus and intention was to work as a stage actor in a company where you're asked to different roles - do a comedy, do a tragedy, etc. I haven't had any reservations about jumping from one type of genre to another.”

“With joint-stock corporations, investors can place bets on the success of many different companies, without having to play a central management role in any one of them. This allows investors to diversify their financial holdings. It also allows them to capture profits on their investments, without having to get involved in the dirty, troublesome business of actually running a company.”

“You can't always do that which you can do in your sleep. That doesn't fulfill an artist. You're looking for places where you can grow, in some way, whether it's a large way or a small way. I want to grow as an artist, as a person and as a woman. I want to enjoy myself and my life and the company that I'm keeping. I want to bring something to the table that's different than anything else would bring, but that has its place and value, and then keep moving.”

“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.”

“There are areas using what's called the "checkerboard strategy." They are different cities where you can move around the "checkerboard," doing things you can't do in every square, that you can do in some of them, building a mosaic of these kinds of practices. There are about 400 cable television networks, for example, that are publicly owned. That's a big fight for big private companies. In some areas, this is a political struggle, in some it's conventional common sense.”

“The more I move among workers and factories and other plants, the stronger I become convinced that it is advisable to have as [a company] president a practical man, preferably one who has risen from the very bottom of the ladder. Workmen, I find, have far more respect for such men than for collar-and-cuff executives knowing little or nothing about the different kinds of work which have to be done by the workers. Wherever circumstances call for placing a financier or lawyer or a papa's son at the head of a large organization, he should be made chairman or some other title, but not president.”

“To suppose that safety-first consists in having a small gamble in a large number of different companies where I have no information to reach a good judgment, as compared with a substantial stake in a company where one's information is adequate, strikes me as a travesty of investment policy.”

“Let's face it: Most companies in most industries have a kind of tunnel vision. They chase the same opportunities that everyone else is chasing, they miss the same opportunities that everyone else is missing. It's the companies that see a different game that win big. The most important question for innovators today is: What do you see that the competition doesn't see?”

“My parents had an independent theater company here in Sweden during the 1980s, so I was raised watching my parents create independently, having a lot of fun and just doing what they wanted to do. I think that idea of independence as an artist was something I was always used to. And then I entered the industry from a very commercial perspective, and things were very different then from what I grew up with.”

“Engineers are not the only professional designers. Everyone designs who devises courses of action aimed at changing existing situations into preferred ones. The intellectual activity that produces material artefacts is no different fundamentally from the one that prescribes remedies for a sick patient or the one that devises a new sales plan for a company or a social welfare policy for a state.”

“When you're working on a game that has a budget of tens of millions of dollars and you have to sell millions and millions and millions of copies to break even, you have a lot more layers between you and the audience. You have a marketing department, and there's a different marketing department for every continent, and the parent company has stockholders, and all that kind of stuff.”

“We were young. We were 23. I was a kid, growing up, that would burn and fry. I didn't understand why. We did all this study and research and learned so much about skin cells and rejuvenation and how the body works and (how) everybody is different. (We) learned what doctors do for treatment of certain things and so I changed my direction and opened up a skin-care company - healthy tanning, skin-care products and rejuvenation and all of that and it took off.”