To build a great company, which is a CEO's job, sometimes you have to stand up against conventional wisdom.
In not having an appointment at Harvard, I'm in the company of a great many people whose work I admire tremendously, in particular women of color.
You don't know this when you're young, but over time, you see that great companies are usually built at a special point in time.
I don't think that a mutual fund that invests exclusively in biotech start-ups or invests exclusively in companies in Thailand offers any great safety or diversification.
I like company lunches because I think going out wastes valuable time; plus, a lot of good ideas come up over lunch.
Between the record companies being the way they are and the fact that people can just download one song instead of buying a whole album, it's hard to make a good living nowadays.
I don't hear record companies coming up with any good ideas or suggestions. Historically, if it ain't their idea, it ain't no good, so you got that to contend with.
When it comes down to it, it's giving people a good night out in a basic way and I think my company guarantees that. There's always something new and something to excite us and surprise us, and that's why people come back, I hope.
I have lots of sources of information about what's going on at the company. I think I have a pretty good pulse on where we are and what people are thinking.
At Cisco, I made every decision based on what was good for the company, and that pretty much ruined my marriage and my health.
Companies that receive government information demands have to obey the law, but they often have room for maneuver. They scarcely ever use it.
I now work for a finance company in Luxembourg with projects in South America and the Caribbean.
There will always be big companies making big movies. But making film and distribution is changing in front of our eyes. I'm not sure what the future holds for this industry.
If GE's strategy of investment in China is wrong, it represents a loss of a billion dollars, perhaps a couple of billion dollars. If it is right, it is the future of this company for the next century.
What's increasingly clear is that when you are open to a discussion of leadership, and you're relating it to your company, it is much easier to get people to become open.
At 88 years old - with every intention of living decades longer - I'm still running a company, writing articles, launching new ventures, and fully enjoying life.
As an actor, I'm very much a company person. And this also goes through my life: I have a dread of responsibility. I like someone else to be in charge.
I really felt that 'Three's Company' was a gift. When it ended, I had money in the bank and had the luxury to pursue a life that meant something, to learn and discover.
It's pretty rare to have CEOs or high level executives at big companies who are social activists. They tend not to be drawn to those areas of life.
Fashion people think that the careful Nice companies are boring beyond measure. (Nice people think fashionistas look silly and should Get A Life).
I turned Compaq from a small company with troubles into a computer powerhouse. We can do the same at Intershop.
