Quotes on Companies

Underrepresented employees already have to overcome discriminatory barriers in their careers; they shouldn't be expected to volunteer their time to help their companies do the same.

There are two types of companies: those that have been hacked, and those who don't know they have been hacked.

Collective management will build companies - not top-down decision-making.

From now on, the technology companies that succeed will be those that have developed skills at listening and a sophisticated understanding of their customers' industries.

All companies that grow really big do so in only one way: people recommend the product or service to other people.

The financial doctrines so zealously followed by American companies might help optimize capital when it is scarce. But capital is abundant. If we are to see our economy really grow, we need to encourage migratory capital to become productive capital - capital invested for the long-term in empowering innovations.

Most people assume that once security software is installed, they're protected. This isn't the case. It's critical that companies be proactive in thinking about security on a long-term basis.

Eighty percent of the cases used in the typical MBA program are about successful companies. Students graduate with this notion that 'If I do everything that the people in those cases did, then my organization will grow and be successful, too.'

I could go insane if I obsessed over every little detail of all of my companies. My management philosophy is to pay attention to the vital few and ignore the trivial many.

Entrepreneurs have the flexibility and the ability to do things that large companies simply cannot. Could a large company pull off a trick like Amyris, going from anti-malaria medicine to next-generation fuel?

As legal residents, immigrants would contribute more in taxes, spend more at our businesses, start companies of their own and create more jobs. Immigration is not a problem for us to solve but an opportunity for America to seize.

Go out and collect data and, instead of having the answer, just look at the data and see if the data tells you anything. When we're allowed to do this with companies, it's almost magical.

I see a lot of damage to Mother Earth. I see water being taken from creeks where water belongs to animals, not to oil companies.

We ask our companies to restructure; we ask employees to work more for less money because there is overproduction, but then we're unable to defend them from cheaper Chinese imports. We are insane.

You need a different checklist and different mental models for different companies.

There's 20 companies that I have investments in - some batteries, some solar-thermal, one big nuclear thing. We need hundreds and hundreds of companies like that, so that in a 20-year time frame we really are starting to change the energy infrastructure.

Eventually, all companies are replaced.

Too many companies are running their business into the ground, I would argue, by being myopically short-term focused on the shareholder.

It's going to take a while before we see a real shift in the students and the dancers that are going into professional companies because it takes so many years of training, but I do think that there's a new crop of dancers, of minority dancers that are entering into the ballet world.

The best thing that ever happened to me is that nothing happened in writing. I ended up working for engineering companies, and that's where I found my material, in the everyday struggle between capitalism and grace. Being broke and tired, you don't come home your best self.

When giant companies wanted more tax loopholes, Washington got it done. When huge energy companies wanted to tear up our environment, Washington got it done. When enormous Wall Street banks wanted new regulatory loopholes, Washington got it done. No gridlock there!