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“When I'm introspective about the last few years I think the biggest mistake that we made, as a company, is betting too much on HTML5 as opposed to native... because it just wasn't there. And it's not that HTML5 is bad. I'm actually, on long-term, really excited about it. One of the things that's interesting is we actually have more people on a daily basis using mobile Web Facebook than we have using our iOS or Android apps combined. So mobile Web is a big thing for us.”

“When there is some fear about accounting and growth and the economy, food stocks are a decent place to be, ... This company has been through a bit of a restructuring the last couple of years. Management is doing a great job. The company is improving and people are buying chocolate. So, what a great week to buy it.”

“Yes, I direct commercials as well. I get these really weird offers and then I have to bid on them and win the job. One offer that I have now, and I've already done this last year for the same company, is for Cash Value Cheese, this cheese out in the midwest. I did two spots for them last year and I'm going to probably do three this year. I also did some for the Utah Transit Authority, which was weird and interesting and they turned out really funny - they actually won an award.”

“Last year, the journalist Malcolm Gladwell conducted a survey of chief executive officers of Fortune 500 companies for his book Blink. He discovered that while in the US population 14.5 per cent of all men are 6ft (1.83m) or taller, among CEOs of Fortune 500 companies the proportion is 58 per cent. And while 3.9 per cent of American adults are 6ft 2in or taller, almost a third of the CEOs were that tall.”

“If you work at an insurance company that sells premiums you wouldn't even sell to your mother, how happy would you feel to work there? It's going to eat you up. It might last a few years, but it doesn't attract the best people, and it certainly doesn't create the energy and engagement you need to be a long-term performing company.”

“In an ironic twist, I now see Good to Great not as a sequel to Built to Last, but more of a prequel. Good to Great is about how to turn a good organization into one that produces sustained great results. Built to Last is about how you take a company with great results and turn it into an enduring great company of iconic stature.”

“I haven't seen so much tippy-toeing around since the last time I went to the ballet. When members of the arts community were askedthis week about one of their biggest benefactors, Philip Morris, and its requests that they lobby the New York City Council on the company's behalf, the pas de deux of self- justification was so painstakingly choreographed that it constituted a performance all by itself.”

“The prosecution of [Warren] Hastings, though he should escape at last, must have good effect. It will alarm the servants of the Company in India, that they may not always plunder with impunity, but that there may be a retrospect; and it will show them that even bribes of diamonds to the Crown may not secure them from prosecution.”

“There is yet another kind of matrimonial dialect (which naturally succeeds this of talking at each other), which may very properlybe styled The Language Contradictory.... In the former, however plain the object of satire may be exhibited to the whole company, yet there always remains some little covering.... But in this last method, the defiance becomes more open and the impetuosity with which these contradictions are uttered (although the subjects of them are often of the most indifferent nature) evidently prove that they arise from passion.”

“Preserve the core, and let the rest flux. In their wonderful bestseller Built to Last, authors James Collins and Jerry Porras make a convincing argument that long-lived companies are able to thrive 50 years or more by retaining a very small heart of unchanging values, and then stimulating progress in everything else. At times "everything" includes changing the business the company operates in, migrating, say, from mining to insurance. Outside the core of values, nothing should be exempt from flux. Nothing.”

“During the last five years, those four advantages-costs, products, people, goodwill-have been the salvation of Interface during a recession that saw our primary marketplace shrink by 38% from peak to trough-38%! As a heavily leveraged company with over $400 million in debt, we might not have made it without the sustainability initiative and, especially, the support of our customers. This revised definition of success-this new paradigm-has a name: "Doing well by doing good". It is a better way to bigger profits.”