I'm pushing ahead on my own - you no longer need a large record company to make you a star.
We don't take a macro view... We'd look at every company to figure out if trade sanctions are helpful or hurtful.
Bankruptcy laws allow companies to smoothly reorganize, but not college graduates burdened by student loans.
The East India Company established a monopoly over the production of opium, shortly after taking over Bengal.
This constant pressure from record companies to come up with a hit single or something like that, I find completely tiresome.
I don't think that a company should own a studio and the network, and program for their own network. It hurts the creativity - it is not a level playing field.
When you feel deep change in your heart, you must understand that there is a lack of an old and righteous company.
This is a bit like big-game hunting. You look for companies of a certain size that deserve to be public.
Jonah Peretti is one of the smartest web publishers out there. And Buzzfeed is an aggressive and dynamic company.
My first joke was about a company called Five Star Parking that was all over Philadelphia: 'Who's reviewing parking lots?'
If you're trying to create a company, it's like baking a cake. You have to have all the ingredients in the right proportion.
Only a couple of companies in the world have the experience of building these machines, although the market need, if RFID did take off, would be for about 1 million of the machines running in parallel.
In most parts of the world, starting a company that goes bust is dubbed a 'failure.' In Silicon Valley, we call this 'gaining experience.' We are willing to take the risks that are inherent for innovation.
Personally, I have invested in around ten U.S. companies and will continue to do so. That doesn't give me a strong experience in the American market. But I have an understanding of the public.
Every major food company now has an organic division. There's more capital going into organic agriculture than ever before.
I have just enough people paying attention that I have the freedom to be in charge. And I have a great record company - Nonesuch understands what I'm about.
Our managers hadn't had that kind of success - the record company hadn't, we hadn't - and the feeling was that the next record had to be even bigger, and if it wasn't it would be some kind of failure.
In 1986, when I was 21, I lived in Tokyo for four months, boarding with a Japanese family and working for an American company.
My friends and family are amazed I've done so well. I was not a model student. No one expected that I'd build a Fortune 500 company at Symantec.
There's a lot of pride that business owners have. It's actually really critical that pride and ownership extends to everyone in the organization. I think of everyone is in the same boat in driving the company forward.
Our 2015 financial performance will continue to be driven by our Home Robot business. Home Robot revenue is expected to grow 10% to 12% in 2015 and comprise 90% of total company revenue.
