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My goal was never to just create a company. A lot of people misinterpret that, as if I don't care about revenue or profit or any of those things. But what not being just a company means to me is not being just that - building something that actually makes a really big change in the world.
After my second No. 1, my record company, Warner Brothers, gave me a beautiful present - quite unique at the time - one of the very first Sony stereos which had speaker and radio included so I could record the radio and build up cassette tapes of music, gospel singing, adverts, evangelists.
I grew up on a farm in Lexington, Oklahoma, a rural community south of Norman. My family moved to Enid, Oklahoma, in 1962, when I was a junior in high school. This cast me into a totally different environment. Enid was a company town for Champlin Petroleum, and there was an oil boom going on.
One day, out of irritation, I said, you know all of those years with the Royal Shakespeare Company, all those years of playing kings and princes and speaking black verse, and bestriding the landscape of England was nothing but a preparation for sitting in the captain's chair of the Enterprise.
A lot of people have said a lot of great things about Steve Jobs. And for good reason: he built the world's second-most valuable company, with billions in profits and products that have improved every aspect of our lives. But Steve didn't get there by being a soft, fluffy, Kumbaya-type leader.
In the rare cases where I've had to cut a company loose, I just tell them why and wish them luck and hope they learn something from it. I don't spend more mental energy on it than I have to, and I try very hard not to hold a grudge or try to negatively affect them either. It's just done for me.
A record company used to be a very good thing, but they ended up soul-destroyingly trapping people in the accounting department. And you couldn't get any further, and the heads of each department were changing all the time, so you couldn't have any permanent relationship within the corporation.
Vince McMahon can end up in a federal lawsuit with you where there is mudslinging back and forth that makes the front page of 'The Wall Street Journal,' and if tomorrow he figures out a way where the company can benefit from your involvement, you will be at a negotiating table with him at lunch.
I'm humble 'cause I think many years ago people say, 'Well, Alibaba's terrible company'. And I know we were not that terrible. We're pretty good; we're better than people thought. But today, when people have a high expectation on you, and I start to worry and nervous because we are not good yet.
I did an internship at the Ardent theatre company in Philly after dropping out of college. I was earning $165 a week building sets and cleaning the toilets. Cleaning toilets is a good way of getting in touch with your creativity. That's when you find out if you got anything going on in your head.
Job seekers light up when they find The Muse - we're a breath of fresh air in a stale, musty world. Our user experience focuses first and foremost on the individual, on providing them information - from content to company profiles - to make the most pressing professional decisions in their lives.
The NSA is not listening to anyone's phone calls. They're not reading any Americans' e-mails. They're collecting simply the data that your phone company already has, and which you don't have a reasonable expectation of privacy, so they can search that data quickly in the event of a terrorist plot.
I've always liked the fact that anyone with a great idea, access to the Internet, and an unrelenting will can spark a world-beating company simply by standing up code on the Internet and/or leveraging the information and relationship network that is the web. That's how Facebook started, after all.
Whether you're a government entity, a large enterprise, or a startup, a true digital transformation takes advantage of technology to focus on the customer, automates work that does not need manual interference, and unleashes your people to truly make decisions that change the path of your company.
Public hangings are teaching moments. Every company has to do it. A teaching moment is worth a thousand CEO speeches. CEOs can talk and blab each day about culture, but the employees all know who the jerks are. They could name the jerks for you. It's just cultural. People just don't want to do it.
There's the famous thing that the A&R man from the record company is supposed to do: He's supposed to come into the studio and listen to the songs you've been recording and then say, 'Guys, I don't hear any singles.' And then everybody falls into a terrible depression because you have to write one.
I read the Steve Jobs book, and that kind of changed everything. I've been, like, an Apple geek my whole life and have always seen him as a hero. But reading the book, and learning about how he built the company, and maintaining that corporate culture and all that, I think that influenced me a lot.
My dad owns a company that lends equipment to industrial projects. I've been obsessed with taking it over since I could talk. I'd follow him and repeat conversations about how many tons of cranes were arriving. He said it was a man's world, so I studied electrical engineering because it was related.
Mention the name George W. Bush in mixed company, and you're likely to spark a lot of debate and emotion - hot and cold, good and bad. Not a lot of neutral reaction. He was elected in the most controversial contest in American electoral history and governed during one of the most tumultuous decades.
There are two kinds of people... There are the dreamers who go and buy, and there are the doers who go and make. And I've always recognized that. So the dreamers are what support our company because they will buy the product that they could make if they wanted to, had time to, or were so inclined to.
Profitability, growth, and safeguards against existential risks are crucial to strengthening a company's long-term prospects. But if these three factors constitute a company's 'hard power,' firms also need 'soft power': public trust and acceptance, won by fulfilling a company's social responsibility.
Running a successful, growing company in Silicon Valley can create an ironic sort of depression and delusion. The better you're doing, the higher the stakes, and higher expectations for you to win. Maybe that's why people say it's so hard. But that doesn't make it hard. That just makes it distracting.
Automobiles have always been part of my life, and I'm sure they always will be. What is it about them that moves me? The sound of a great engine, the unity and uniqueness of an automobile's engineering and coachwork, the history of the company and the car, and, of course, the sheer beauty of the thing.
Advertising isn't just the disruption of aesthetics, the insults to your intelligence and the interruption of your train of thought. At every company that sells ads, a significant portion of their engineering team spends their day tuning data mining, writing better code to collect all your personal data.
We need to make friends with ourselves. We are stuck with our self all day, so let's be kinder, gentler, more amusing company. Let's take our own hand and say, 'There, there, sister. You're doing a good job. I'm proud of how you're handling all this craziness down here. Don't give up. Carry on, warrior.'
I just play it safe when it comes to television because it is WWE's intellectual property. But it is literally my legal name, like on my ID. My name hasn't been Cody Runnels since I was 17. But it's theirs. At no point would I ever want to go into a courtroom with a company I have love and admiration for.
Leaders must exemplify integrity and earn the trust of their teams through their everyday actions. When you do this, you set high standards for everyone at your company. And when you do so with positive energy and enthusiasm for shared goals and purpose, you can deeply connect with your team and customers.
In the past, Google has used teams of humans to 'read' its street address images - in essence, to render images into actionable data. But using neural network technology, the company has trained computers to extract that data automatically - and with a level of accuracy that meets or beats human operators.
I basically see two reasons for a going public: Glencore gets access to more money. It is a way of funding your business and to finance growth. Plus: You have more liquid shares. It is easier to leave the company and redeem your shares. The 'going public' may also be an exit strategy for the top management.
Edible Arrangements will have to beat back some rivals, including a handful of mom-and-pop vendors and a company in Pennsylvania called Incredibly Edible Delites. And there's always the chance that a deep-pocketed national florist like FTD will decide that pretty produce is profitable and jump into the mix.
You need to aim beyond what you are capable of. You must develop a complete disregard for where your abilities end. Try to do things that you're incapable of... If you think you're incapable of running a company, make that your aim... Make your vision of where you want to be a reality. Nothing is impossible.
When we launched a new company, I reviewed the ads and marketing materials and asked those presenting the campaign to read everything aloud to test the phrasing and concept. If I could grasp it quickly, then it passed with muster. We would get our message across only if it was understandable at first glance.
I went to university in the north of England at University of Birmingham to do an English literature degree, and I knew I could do extracurricular stuff with theater and drama. I started a theater company, called Article 19, and I did it with a bunch of friends. I wrote and directed plays. I had a radio show.
Facebook's data trove is enviable, and its moves into nearly every aspect of our lives - from payment to media, will create even more of it. The company also has created a huge base of developers for its platform, but the ecosystem is incomplete compared to vertically integrated OSes like iOS, Mac or Windows.
I was born in Karachi, where my father used to work in the sales department of a pharmaceutical company. The nature of his job required him to travel, so we moved to Athens, Dubai, Saudi Arabia, and Riyadh and then went to Manchester during the Gulf War, moving back to Lahore closer to my father's retirement.
A tournament pays me to show up because the fans want to see me and I move the needle at the box office? That's amazing. It's good for tennis, good for me and good for the event. If a sponsor wants to pay to put their company name on my shirt because they think I'm a strong ambassador for their brand? Heck yes.
As an entrepreneur, one of the biggest challenges you will face will be building your brand. The ultimate goal is to set your company and your brand apart from the crowd. If you form a strategy without doing the research, your brand will barely float - and at the speed industries move at today, brands sink fast.
Believe it or not, the first spark for everything I've done today came down to me meeting one person in college who changed my life. A student named Anthony Adams who lived across the hall from me in our freshman dorm showed me what it meant to be an 'entrepreneur' when I saw him launch his own start-up company.
When you run a company, you want to hand it off in better shape than you found it. In the same way, just as we shouldn't leave our children or grandchildren with mountains of national debt and unsustainable entitlement programs, we shouldn't leave them with the economic and environmental costs of climate change.
When we do an investment, we always ask, 'Can we affect the outcome? When buying a company, can we have an impact?' That's a different style of investing than a passive investor in the stock market. To me, that's how you're taking the risk out of it. You know what your capability is and how you can enhance value.
I've done maybe twelve of Shakespeare's plays. I was with the Royal Shakespeare Company for years. Whatever influence that has never leaves you. If you learn to drive a car, and you learn the right way if there is ever a right way. You learn the good aspects, you learn to drive properly. And that never leaves you.
Shareholder activism is not a privilege - it is a right and a responsibility. When we invest in a company, we own part of that company and we are partly responsible for how that company progresses. If we believe there is something going wrong with the company, then we, as shareholders, must become active and vocal.
I don't see people. I don't see men and women at all. When I see them, I see... their mothers and fathers. I see how old they are inside. Like when I look at the president, or anybody in a record company, or a store owner, I may see a little boy behind the counter with the face of an old man. And that's who I talk to.
Trip Hawkins - and this was the early 1980s - was saying there's going to be a day when everyone has a computer and they're going to want to do more on it, including playing games. So he started up a company, EA Sports, and he was going to have three games, football, basketball and baseball. So I was the football game.
Spurred by the unlimited texting plans offered by carriers like AT&T Mobility and Verizon Wireless, American teenagers sent and received an average of 2,272 text messages per month in the fourth quarter of 2008, according to the Nielsen Company - almost 80 messages a day, more than double the average of a year earlier.
There is perhaps no specific time that is necessarily right to start your company or start your life. But some times and some moments seem more auspicious than others. Now is such a moment. If we don’t take charge and usher in the future - if you don’t take charge of your life - there is the sense that no one else will.
I'm not here to put my music out on the Internet with no support and then say I got creative freedom. I've got creative freedom wherever I go: I don't create anything that I don't want to create. That's freedom. Since when does a company force you to make something that you don't want to make? If they do that, you leave.
I didn't want to do all of the mags, and we didn't get paid for those shoots - 'Hollyoaks' took the fee. But I couldn't say no to everything. I felt lucky to have the job I was doing, so I went along with it. And when I did 'Maxim,' I knew that stars like Eva Longoria had also been on the cover, so I was in good company.
Meetings are the linchpin of everything. If someone says you have an hour to investigate a company, I wouldn't look at the balance sheet. I'd watch their executive team in a meeting for an hour. If they are clear and focused and have the board on the edge of their seats, I'd say this is a good company worth investing in.
After the Tiananmen Massacre, I felt compelled not only to continue writing but to actively resist the restrictions placed on freedom of speech. I set up the publishing company in Hong Kong, with offices in Shenzhen in mainland China, and managed to publish works of fiction, philosophy, and politics by unapproved authors.