Quotes About Companies

In Iowa, we're fortunate to have a public-private initiative called the EPIC Corporate Challenge. EPIC stands for 'Economic Potential for Iowa Companies and Communities.'

The big companies are like steel and activists are like heat. Activists soften the steel, and then I can bend it into pretty grillwork and make reforms.

We hope that general readers with an interest in Japan will find in these accounts of fieldwork a wide spectrum of illustrations of the grassroots realities of everyday life in contemporary Japanese communities, companies, institutions, and social movements.

Class action lawsuits are an important part of our legal system. All citizens should have the right to band together and settle grievances with bigger companies, but that system is broken and it needs fixing.

I think good companies can navigate being public and doing the right things for their customers.

If I collected all the diamonds in the world, I'd have no 'income' but I'd have a lot of 'assets'. Would my company be worth nothing because I have no income? A lot of Net companies are collecting assets. They have to be measured with a new set of metrics.

Nobody should be too boastful or too proud about their security because there are people who have a major interest in cracking the security of networks, the security of companies.

Punditry has taken me across the world, it is wonderful to have interaction with new people, and it's a very small world now. I've worked for companies in the Middle East, America, and Europe.

The merger of globalization and the I.T. revolution means new products are being phased in and out so fast that companies cannot afford to wait until the end of the year to figure out whether a team leader is doing a good job.

Even technology companies get good news sometimes.

Look, I don't want to edit the 'Scotsman.' I have too many other things going on. I have four newspapers to run and two dot com companies going gangbusters.

There are about 100 German companies in Nigeria, and German investors have earned a lot of respect from Nigeria because of the quality of the manufactured goods they produce, especially machinery.

There is no country like the United States, with its diversified industrial base, technology leadership, innovation and strong pressure to build companies to make them grow.

Later came the compulsory Aryanizations, which began in November 1938.4 The government seized Jewish property without compensation and sold the plunder to German companies or individuals.

Companies focus too much on what they want to sell their customers, rather than what those customers really need. What's missing is empathy: a deep understanding of what problems customers are trying to solve.

the breakthrough researcher first discovers the fundamental causal mechanism behind the phenomena of success. This allows those who are looking for "an answer" to get beyond the wings-and-feathers mind-set of copying the attributes of successful companies.

Principle #1: Companies Depend on Customers and Investors for Resources

Incompetence, bureaucracy, arrogance, tired executive blood, poor planning, and short-term investment horizons obviously have played leading roles in toppling many companies.

sensible resource allocation processes were at the root of companies' upward mobility and downmarket immobility across the boundaries of the value networks in the disk drive industry.

One of the bittersweet rewards of success is, in fact, that as companies become large, they literally lose the capability to enter small emerging markets. This disability is not because of a change in the resources within the companies—their resources typically are vast. Rather, it is because their values change.

One theme common to all of these failures, however, is that the decisions that led to failure were made when the leaders in question were widely regarded as among the best companies in the world.

If you do not know how to ask the right question, you discover nothing." After decades of watching great companies fail over and over again, I've come to the conclusion that there is, indeed, a better question to ask: What job did you hire that product to do?

Why is it that the big, established companies that have so much capital find these initiatives to be so costly? And why do the small entrants with much less capital find them to be straightforward? The answer is in the theory of marginal versus full costs.

The truth of the matter is that the light at the end of the tunnel generally belongs to the pharmaceutical companies.