By simply capitalizing on core strengths and knowledge, companies and entrepreneurs can engage in an emerging business model that will enable them to create - and demonstrate - real, sustainable social impact in society.
My sweet spot is figuring out how to make a product that people love and how to refine it to make them love it more. All the rest is business noise.
I've never filed a patent lawsuit. I hope never to file a patent lawsuit. That may be unrealistic, but it would be great if I could avoid doing it... Lawsuits are a ridiculous way to do business.
Female rappers get it the hardest. You have to be a girl, yet you have to be just as hard as the guys. I think some female rappers get scared out of the business before they can make it.
My goal in the beginning was to buy my mother a house. Now I realize, okay, if I really focus and become a key player in business, then I can build an empire.
It's extremely hard to build a company with a product that everyone loves, is free and has no business model, and then to innovate a business model. I did that with Kazaa, had half a billion downloads but that wasn't a sustainable business.
When we started Skype, if you look at analyst reports, no one forecasted it as a big business. Also when Google started, it was not fashionable to be in search. It's not trying to do the obvious - that's the hard part.
When a business becomes successful seemingly overnight, no one knows about all the months and years you've invested, all the projects you've tried before that didn't work.
The system of creating opportunities for those who were by law excluded, you've got to do that. But you mustn't create a perception that the process is devoid of competitiveness... devoid of building a world class, sustainable black business communit...
A well-functioning microfinance bank can actually be a profitable business as well. So it became a perfect proof point that, through business, you can provide an experience that leads to individual self-empowerment.
In order to access private capital, you have to provide competitive return on investment. In order to give competitive returns to investors, you've got to operate on a profitable basis and be thinking of yourself as a business.
I think a lot of developments start with the desire of the developer to get what he really wants so that he can use it. It's not just the technical fascination or the business opportunity.
Nobody has a crystal ball, and part of evolving a business plan is to say, 'I might have said we're going left, but I see the opportunity and we're going right.'
We've got to lift our game tremendously. We'll sell our business news and information in print, we'll sell it to anyone who's got a cable system, and we'll sell it on the Web.
My experiences have been, from the very beginning, cultural and creative. And my business has been a way of exposing the culture, exposing the artists so that the world could hear and see them.
I'm born into the cycle of giving that we're all born into, and I recognize it. So just because something is a good business, I'm not a business guy. I'm a creative guy.
Doing good business - being ethical, being transparent, being caring, implementing values in your business - makes a difference, and you make money at the same time.
In my new book, 'Birth,' my goal is to share the path I have traveled in the spiritual sphere and in the business and philanthropic sphere in order to reveal the essential connection between the two.
The thing about information is that information is more valuable when people know it. There's an exception for business information and super timely information, but in all other cases, ideas that spread win.
My father, an entrepreneur but hardly a technologist, was looking to buy a computer to 'automate' our family business. In 1981, he characteristically dove head first into computing and bought an Osborne I.
I don't think we will put higher-ed out of business. I think we'll evolve it. More access, higher quality, lower costs, more global reach.
