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Oil wells never really run dry. A big company will drain maybe 40% of a field. Pulling out the rest of the oil, which requires an outlay of incrementally more cash per barrel, often proves uneconomical for big companies with big overheads.
I'm fascinated by management and organizations: how organizations get things done and how successful organizations are built and maintained, how they evolve as they grow from start-ups to small companies to medium companies to big companies.
Big companies, which spend tens of billions of dollars annually on 'call centers' to take orders and provide customer support, increasingly rely on speech recognition not just to handle requests for information but to process customer orders.
The problem is that at a lot of big companies, process becomes a substitute for thinking. You're encouraged to behave like a little gear in a complex machine. Frankly, it allows you to keep people who aren't that smart, who aren't that creative.
Big companies do not want to disrupt themselves. All they want to do is improve themselves. They see the blockchain as another IT project. It's going to save money; it's going improve a process here and there. It's not going to change their business.
A rule against paid fast lanes would encourage additional capacity; a rule permitting paid fast lanes would simply encourage cable companies to create congested slow lanes on the Internet so they could make money by selling fast lanes to big companies.
The people who serve your fast food lunch or your after-work drinks deserve dignity - and if big companies don't start paying them enough for a decent standard of living, they have the power to close these businesses. But no one goes on strike lightly.
Once the smoke of the market crash clears off, you know, the Internet will pick back up and go. Take a look at what's happening to some of the big companies like eBay and Yahoo, the publicly traded stocks. You know, they're all coming back up off the mat now.
Artists have so much more control of their futures - they don't need to rely so much on major labels or big companies to help them. You have artists like Skrillex that can dominate so much that he gets 5 Grammy nominees, and he's clearly an underground artist.
Startups allow technologists and scientists to take risks and change plans in a way that would be frowned upon in a big company. Having said that, big companies will play a key role in certain areas and in partnerships with little companies. Each has its strengths.
Well all the big companies are really panicked by the internet thing and all that, and sales went down, although sales have gone up again in this country a bit and also the big companies, because they're so big, they need big sales really so they're not really interested.
In very big companies, you find less entrepreneurialism than you really want to see. Success is defined as 'don't make a mistake.' And you get to be the C.E.O. by outlasting everybody else, then you're there for five or six years, and you want to get your bonus on the way out.
When Facebook acquired Oculus, the game changed immediately. You saw big companies jumping in. You saw people like Google getting fully committed, and then Microsoft came along with HoloLens - there was a lot of stuff that people were doing before, but now the space really ignited.
The post-crisis perception, at least in the media, appears to be one of Americans being held down by Wall Street, by big companies in the private sector, and by the wealthy. Capitalism is on trial. I see it a little differently. If a lender offers me free money, I do not have to take it.
If we didn't have Net neutrality, carriers could do things like penalize companies that use a lot of bandwidth or create high-speed lanes and charge Internet companies extra fees to send their stuff over them. That would give an advantage to big companies and make life harder for startups.
Microwork gives marginalized people a chance to earn a living by playing a vital role in the business processes of big companies. In parallel, the organization assists local entrepreneurs in running microwork centers, helping to grow a new pool of business talent across the developing world.
Before I started my company in 1998, I worked for big companies traveling a lot and saw firsthand how much waste there was. I was flying across the world in first class to places like Italy or Hong Kong, where I was staying in 5-star hotels, only to nickel and dime someone over a sweater price.
I hear my own daughters talking about big companies polluting the environment, and then I realise they are talking about companies of which one I am running. But when I tell them to read the things we are doing, then they realise we are doing good things. But millennials are really a great lot.
In a fair society, the solution to unemployment is not to force people into workfare programmes which do little more than supply big companies with free labour. It's to create jobs that pay a living wage, for example, by investing in new sustainable infrastructure projects and boosting the jobs-rich low carbon economy.
India is a very, very old country with a history, culture and tradition like Italy. And we can use the English language to be in touch. Then India's industrial situation is similar to us. Both have big companies but are dominated by small and medium-sized companies. It is extremely important for both to do joint ventures.
The typical big Japanese company has somewhere between a third and 40 percent of its revenues coming from developing countries, and about a third of Japan's exports are also to the emerging countries, so in a strange way, Japan, which has very little internal growth, its big companies are a good way to play the emerging markets.
I think that sometimes people talk about disruption, and I've seen tons of startups come in as disruptors and then disappear. And I think what we need to do as an industry is think about a world that is dominated by mobile and software and not extrapolate from what was. And I think a lot of big companies tend to want to do that.
The fashion business got boring. I was working with big companies, but the minute it became too formulaic, I got bored with it. I wanted to do a creative space where I could just make stuff - kind of like an atelier, where I could collaborate with other artists, drape geometric shapes on the body, make cushion covers, or whatever.
When we first started our internet company, 'China Pages', in 1995, and we were just making home pages for a lot of Chinese companies. We went to the big owners, the big companies, and they didn't want to do it. We go to state-owned companies, and they didn't want to do it. Only the small and medium companies really want to do it.
With the Industrial Revolution, the production of food was delegated to big companies in order for women and men to be in the labour force, to come home, stick something in the oven, and eat. It became a big industry that does not have a love affair with food nor is really concerned about nurturing you or giving you the right nutrition.
There are plenty of millionaires who would pay millions to hang a Van Gogh painting on the wall, but hardly one that would have ever had the crazy nut over for dinner. I feel like the big companies are like that with musicians. They'll say, 'We love music! It's all about the music!' - but if a musician shows up at the door, they call security.
Evolving our culture to operate and think differently is no small task. We are challenging our employees to be the best of both small and big companies - they should operate with the soul and spirit of a startup, while leveraging the scale, resources and capabilities of Campbell - with the goal of ultimately becoming the biggest small company.
With the way Amazon and eBay had become big companies and with the way people were embracing technology, I was like, it is so obvious that this is going to be a huge game changer in this space. The combination of these things is going to change what it means to retail, what it means to launch brands, what it means to connect with your consumer.