You know, as most entrepreneurs do, that a company is only as good as its people. The hard part is actually building the team that will embody your company's culture and propel you forward.
If you're working for a good company and you're happy there, and you're being compensated accordingly, and your work satisfies you, you should stay there.
What I've learned in my career is that it takes the same amount of effort to build a $10bn company as it does a $1bn company; you as the entrepreneur are going to put your entire life, your entire effort into it.
Canon is basically a very aggressive company. Our company works on competitive principles. It does not treat people equally, but it does treat them fairly.
More and more, in any company, managers are dealing with different cultures. Companies are going global, but the teams are being divided and scattered all over the planet.
Someone needs to remind American CEOs that if you can't run a company that is innovative, financially sound and doesn't poison the rest of us, You can't run a company.
The down market favours the small two-, three-, four-person company, not the huge company with 100 people losing half a million dollars a month.
It helps to have founded and run a company if you're going to help somebody run a company who is a founder.
Do not let any record company disturb your creative flow. You are not writing for the record company. You're writing for the public.
Southwest Airlines is successful because the company understands it's a customer service company. It also happens to be an airline.
Good is somebody who delivered and allowed the company to overcome obstacles, without leaving a profound impact on its culture. Great is somebody who leads his company to achievements and performance and value that nobody was expecting it had.
If you're a wounded company, the other companies that have been around for a hundred years will smell it, and they will take advantage of you in a heartbeat. It takes a long time to get back in fighting form.
My biggest dream for this company is to restore it - to bring Time Warner back to the position that I think it once had and, even better than that, to make it the greatest company in the media and entertainment world.
If you're thinking of acquiring a company and want to keep it a secret, tell everyone in the company; let them all in on the truth. Say, 'Listen, if this gets out, we'll probably lose the deal, so we're all in this together.'
Look, don't congratulate us when we buy a company, congratulate us when we sell it. Because any fool can overpay and buy a company, as long as money will last to buy it.
It is very similar to companies like Google and other internet companies. When you go and search on Google you don't pay for that. But sometimes you click on an advert and Google makes money on that.
The hardware manufacturers, game designers, cable companies and computer companies and, in fact, film studios are going to ensure that this thing marches on. They know that they are going to make an enormous amount of money from it.
I definitely think what drives technology companies is the people; because in a technology company it's always about what are you going to do next.
The reason I took Early Edition - besides the fact that I liked it - was that it enabled me to start a production company in New York City. It's a low-budget film company to produce and direct movies.
You don't have to fear your own company being perceived as human. You want it. People don't trust companies; they trust people.
It’s impossible for a company to get what it wants most if managers have to make a choice between their own values and company priorities.
