Quotes About Ownership

His management philosophy, tempered in his rain-dancing days, was always to give the project to whoever had the most to gain from success--or the most to lose from failure.

You create many [dinosaurs] in a very short time, never learn anything about them, yet you expect them to do your bidding, because you made them and you therefore think you own them; you forget that they are alive, they have an intelligence of their own, and they may not do your bidding, and you forget how little you know about them....

What's really wrong with making them the problem is that you abdicate your own responsibility. Once you say some mysterious they is in charge, then you're able to sit back comfortably and complain about how they are doing it.

He believes that a real work of art can be owned but should not be subject to capture; that it should radiate such authority, such bizarre but confident beauty (or unbeauty) that it can't be undone by even the most ludicrous sofas or side tables. A real work of art should rule the room, and the clients should call up not to complain about the art but to say that the art has helped them understand how the room is all a horrible mistake, can Peter suggest a designer to help them start over again.

Constantine, eight years old, was working in his father's garden and thinking about his own garden, a square of powdered granite he had staked out and combed into rows at the top of his family's land.

How can I get my business to work, but without me? • How can I get my people to work, but without my constant interference? • How can I systematize my business in such a way that it could be replicated 5,000 times, so the 5,000th unit would run as smoothly as the first? • How can I own my business, and still be free of it? • How can I spend my time doing the work I love to do rather than the work I have to do?

How can I systematize my business in such a way that it could be replicated 5,000 times, so the 5,000th unit would run as smoothly as the first? • How can I own my business, and still be free of it? • How can I spend my time doing the work I love to do rather than the work I have to do?

the typical small business owner is only 10 percent Entrepreneur, 20 percent Manager, and 70 percent Technician.

If your business depends on you, you don't own a business—you have a job. And it's the worst job in the world because you're working for a lunatic! "And, besides, that's not the purpose of going into business. "The purpose of going into business is to get free of a job so you can create jobs for other people.

If your business depends on you, you don't own a business—you have a job.

He was running the business for him, not for me.

How can I get my business to work, but without me? • How can I get my people to work, but without my constant interference? • How can I systematize my business in such a way that it could be replicated 5,000 times, so the 5,000th unit would run as smoothly as the first? • How can I own my business, and still be free of it? • How can I spend my time doing the work I love to do rather than the work I have to do? If

Don't you see? If your business depends on you, you don't own a business—you have a job.

productive and happy as possible. "And if I only indulge my preferences, I will never be able to replace myself with anyone other than another owner, someone just like me, someone with

The first thing that surprised me when I came to work here," the Manager said, "was that the owner took me seriously.

You can't sell it when you want to, because who wants to buy a job?

Tú sabes que viven del tiempo de los hombres. Pero ese tiempo muere literalmente cuando se lo arrancan a su verdadero propietario. Porque cada hombre tiene su propio tiempo. Y sólo mientras siga siendo suyo se mantiene vivo.

Fakat zaman, gerçek sahiplerinden al?n?nca ölüyor. Her insan?n kendisine ait belli bir zaman? vard?r. Ve bu zaman da yaln?zca onda kald?kça canl?d?r, yaÅŸar.

Recession, advertising slow-downs, media spin-offs, procurement department investigations, client globalization initiatives, fee-based remuneration schemes and holding company ownership added significant complexity to ad agency operations by 1990. The simplicity of the Golden Age and the Creative Revolution was long gone, whether recognized or not.

A Home without Equity Is Just a Rental with Debt

Debt ownership in a shaky enterprise means control, for when a company fails to meet its interest payments, a bondholder can foreclose and liquidate the company.

banks—the biggest of which was the $13.9 billion AIG owed to Goldman Sachs. When you added in the $8.4 billion in cash AIG had already forked over to Goldman in collateral, you saw that Goldman had transferred more than $20 billion in subprime mortgage bond risk into the insurance company, which was in one way or another being covered by the U.S. taxpayer. That fact alone was enough to make everyone wonder at once how much more of this stuff was out there, and who owned it.

The main effect of turning a partnership into a corporation was to transfer the financial risk to the shareholders. "When things go wrong it's their problem

Who cares what other people think?" says Alexander. "It's not their team.")