The reason I became a manager was to have full control over training. If you are a coach, you are bound by what the manager wants you to coach. The other reason is that I just like the company of football people.
I myself have been on my own and utterly independent since I graduated. I haven't belonged to any company or any system. It isn't easy to live like this in Japan.
Our loss was very heavy, especially in the officers. Capt. Sale, of Co. E, Duke's regt, was among the killed, making the third Capt. that has been killed in that company.
If I have to build a big company by mistreating other people then the Bible says WOE to me. I don't know what that is, but I don't want any of it.
If you're an investor who wants a little bit more from the capital-appreciation side of things, but still likes this concept of getting 'paid by the company,' then we would tell that investor to pursue shareholder yield.
These were big ones. Those companies would then go in and build an electrical system or ports or highways, and these would basically serve just a few of the very wealthiest families in those countries.
In the struggle between capital and labor, more often than not capital has won, because the real source of value for most companies has historically been the hard assets that they owned and controlled.
Are the things that now, in retrospect, with what I've seen happen to my company, would I have done some things differently? I think - I think we all would do - we would do a number of things differently.
At the end of the 1950s, I started working at a publishing company, Estudios Cor, as production manager, so returning, but not as an author, to the world of letters I had left some years before.
Building a career or a company is about living a few years of your life like most people won't so that you can spend the rest of your life living at a level most people can't.
LinkedIn is increasingly becoming a very strong place for companies to develop their talent plans, their recruitment plans, and so there are ways in which we can track some of the momentum there.
I suddenly realized that in order to do what I wanted to do, I had to become that which I hated - which is the head of a record company or a digital media conglomerate - and just do whatever you want.
So why sign your name in blood for more? It seemed like a sensible arrangement for me. I didn't sell large numbers of records and the record company paid advances they rarely recouped.
But in the past, US companies have been able to increase their profits through downsizing in the US, through colonizing other people's resources, and through the increase of globalization.
If you choose a market that already exists, say, networking equipment, you have to compete with an established company like Cisco. Even if your product is marginally better, Cisco can fudge it and outsell you.
In a globalized world, one application can spread like wildfire and there's only one winning company, which means you have to invest more than you've ever had.
In terms of development of the company, the vast majority of our sales are in the Far East and we will expect to strengthen our activities there, perhaps even moving some of our engineering activities abroad.
I am about as pro-Google a person as you're going to find in the media. I've had friends at all levels of the company since its founding, and still do now.
But overall, Obama's record on the environment has been uninspired - and that's putting it kindly. He hasn't stopped coal companies from blowing up mountaintops and devastating large regions of Appalachia.
Although many seniors are happy with the generous drug coverage they have from their former employers, the number of companies offering that kind of coverage has decreased by one-third since the mid-1980s.
A German firm called Friendsurance relies on people forming their own groups, which apply peer pressure to keep claims and costs lower. The result is refunded premiums for customers and profit for the company.
