Culture Of A Company Quotes & Sayings

In ancient Rome, when a victorious general paraded through the streets, legend has it that he was sometimes trailed by a servant whose job it was to repeat to him, " Memento Mori": Remember you will die. A reminder of mortality would help the hero keep things in perspective, instill some humility. Job's memento mori had been delivered by his doctors, but it did not instill humility. Instead he roared back after his recovery with even more passion. The illness reminded him that he had nothing to lose, so he should forge ahead full speed. " He came back on a mission," said Cook. " Even though he was now running a large company, he kept making bold moves that I don't think anybody else would have done. — Walter Isaacson

It seems like those of us who run a business can't go five minutes without encountering the term "company culture." The phrase is always uttered with extreme adoration, yet the very concept seems as nebulous as it is elusive. — Leah Busque

CEO Vanessa Place, conceptual artist, writer, and attorney, cites the company's motto as its mantra: We are what we sell, we sell what we are - -It's not the point, it's the platform. With her international team of dedicated professional poets and artists, each of whom brings a singular aesthetic perspective to the collective corporate venture, Place makes it the company's number one priority to fully serve the higher-culture customer. Your desires are our needs.

To contact us, visit CONTACT. — Vanessa Place

The brand is just a lagging indicator of a company's culture. — Tony Hsieh

Consumers today have become a cynical mob of buyers who believe the reviews and ratings of complete strangers much more readily than your brand's promises and distinctions. — David Brier

We have a very open culture at the company, where we foster a lot of interaction between not just me and people but between everyone else. It's an open floor plan. People have these desks where no one really has an office. I mean, I have a room where I meet with people. But it has all glass, so everyone can see into it and see what's going on. — Mark Zuckerberg

That said, there is a tendency to help the large industrial conglomerate more quickly than the small company you have never heard of. That is something in the culture we are trying to change. — Lawrence Eagleburger

For me, I've learned about what it means to focus on a culture, to build social responsibility, and the idea of a company as a super-organism. — Biz Stone

I have high heels in my bags if I need them for a shoot. But I like sneakers. I like being comfortable. I like to sit on the floor with my team and work. I don't like to sit in fancy chairs. It's really important to the culture of my company that people understand who they're working for. — Bobbi Brown

I took a dozen of our top managers to Argentina, to the windswept mountains of the real Patagonia, for a walkabout. In the course of roaming around those wild lands, we asked ourselves why we were in business and what kind of business we wanted Patagonia to be. A billion-dollar company? Okay, but not if it meant we had to make products we couldn't be proud of. And we discussed what we could do to help stem the environmental harm we caused as a company. We talked about the values we had in common, and the shared culture that had brought everyone to Patagonia, Inc., and not another company. — Yvon Chouinard

Customers have a first moment when they discover your brand. If you were to look at it today with a fresh pair of eyes, in fact only through a pair of fresh customer eyes and witness your brand for the very first time, what would you see? What impression would make? Or fail to make? Would your brand blend in? Would it stand out? Would it be memorable, or the leading cause of amnesia amongst shoppers everywhere? Facing the truth of this and fixing it as needed will determine whether your brand thrives or merely stumbles along. — David Brier

As I saw it, our mandate was to foster a culture that would seek to keep our sightlines clear, even as we accepted that we were often trying to engage with and fix what we could not see. My hope was to make this culture so vigorous that it would survive when Pixar's founding members were long gone, enabling the company to continue producing original films that made money, yes, but also contributed positively to the world. That sounds like a lofty goal, but it was there for all of us from the beginning. We were blessed with a remarkable group of employees who valued change, risk, and the unknown and who wanted to rethink how we create. How could we enable the talents of these people, keep them happy, and not let the inevitable complexities that come with any collaborative endeavor undo us along the way? That was the job I assigned myself - and the one that still animates me to this day. — Ed Catmull

Healthy companies know that they have to allow people to fail without assessing blame. They have to do that or else no one will take on anything that's not a sure bet. Healthy companies know that, but Culture of Fear companies do not. In a Culture of Fear company, failure must be rewarded with punishment. ("What would we be, we sinful creatures, without fear?") A typical punishment is that you get fired. If the people above you are insufficiently powerful, some of them may get fired as well. This creates a powerful incentive to pass responsibility for failure on by blaming someone outside the organization. — Tom DeMarco

Why did you spend your whole life working in an insurance company? You should have been a painter, a musician, well, I don't know. Why didn't you follow your calling?"

Don Rigoberto nodded and reflected a moment before answering.

"Because I was a coward, son," he finally murmured. "Because I lacked faith in myself. I never believed I had the talent to be a real artist. But maybe that was an excuse for not trying. I decided not to be a creator but only a consumer of art, a dilettante of culture. Because I was a coward is the sad truth. So now you know. Don't follow my example. Whatever your calling is, follow it as far as you can and don't do what I did, don't betray it. — Mario Vargas-Llosa

Alcoa, the biggest aluminum company in the country, encountered two problems peculiar to Iceland when, in 2004, it set about erecting its giant smelting plant. The first was the so-called hidden people - or, to put it more plainly, elves - in whom some large number of Icelanders, steeped long and thoroughly in their rich folkloric culture, sincerely believe. Before Alcoa could build its smelter it had to defer to a government expert to scour the enclosed plant site and certify that no elves were on or under it. It was a delicate corporate situation, an Alcoa spokesman told me, because they had to pay hard cash to declare the site elf-free, but, as he put it, we couldn't as a company be in a position of acknowledging the existence of hidden people. — Michael Lewis

The company culture is about being human, being good to other people. We recently did a survey with our drivers. 48 out of 50 said that they preferred driving with Lyft because they said that passengers were friendlier. — Logan Green

One's own best self. For centuries, this was the key concept behind any essential definition of friendship: that one's friend is a virtuous being who speaks to the virtue in oneself. How foreign such a concept to the children of the therapeutic culture! Today we do not look to see, much less affirm, our best selves in one another. To the contrary, it is the openness with which we admit to our emotional incapacities - the fear, the anger, the humiliation - that excites contemporary bonds of friendship. Nothing draws us closer to one another than the degree to which we face our deepest shame openly in one another's company... What we want is to feel known, warts and all: the more warts the better. It is the great illusion of our culture that what we confess to is who we are. — Vivian Gornick

As anyone who has covered the company for any length of time knows, Yahoo's record on major decision-making has been akin to a hippie commune - a lot of wrangling internally in a culture where everyone seems to have a voice and a reticence to push the button to launch. — Kara Swisher

There will be others, many others. You'll try desperately to digest a single word through the acronym-laden gibberish, while beginning to wonder what the point of all this is, and also why you didn't feel that staple you just sent into your thigh. You usually do. You'll wonder what your company even does. After six years, you have no idea what an information system is, do you? Maybe you should ask. Maybe that's how this ends. You'll imagine how poetic it would be to simply unmute yourself and say, "Sorry to interrupt, guys, but what's an information system?"
Still, your mind will drift further, envisioning how much more tolerable this call would be if you could just slowly masturbate during it. So you do. You masturbate during it. And it's beautiful. Masturbating, invisible within your three-walled fortress. Invisible ... invisible ... practically invisible. — Colin Nissan

These are the voices which we hear in solitude, but they grow faint and inaudible as we enter into the world. Society everywhere is in conspiracy against the manhood of everyone of its members. Society is a joint-stock company, in which the members agree, for the better securing of his bread to each shareholder, to surrender the liberty and culture of the eater. The virtue in most request is conformity. Self-reliance is its aversion. It loves not realities and creators, but names and customs. — Ralph Waldo Emerson

If a stranger saying we are "dependable" activates the reward system, imagine what praise from a boss, a parent, or even an unaccomplished slightly older graduate student will do. Of course, we all know that praise is a good thing, as long as it isn't too unconditional, but until very recently, we had no idea that praise taps into the same reinforcement system in the brain that enables cheese to help rats learn to solve mazes. And positive social regard is a renewable resource. Rather than having less of something after using it, when we let others know we value them, both parties have more. — Matthew D. Lieberman

No company has a permanent consumer franchise. No one has the only game in town. The never-ending cycle of destruction and change inherent in a capitalist economy always provides new opportunities for those with determination, goals and concentration. — Harvey MacKay

I realised with a prickle of discomfort why he bothered me: it was not so much that I resented the hearty backslapping bonhomie of English upper-class gentlemen, for I could tolerate it well enough in Sidney on his own. It was the way Sidney fell so easily into this strutting group of young men, where I could not, and the fear that he might in some ways prefer their company to mine. Once again, I felt that peculiar stab of loneliness that only an exile truly knows: the sense that I did not belong, and never would again. — S.J. Parris

If the practices and processes inside a company don't drive the execution of values, then people don't get it. The question is, do you create a culture of behavior and action that really demonstrates those values and a reward system for those who adhere to them? — Lou Gerstner

Developing a good, healthy culture is extremely important at a startup. Culture reflects the essence of a startup's operation because it directly affects the success of a company's hiring practices and overall strategy. — Scott Weiss

Lederhosen Maker Opens First U.S. Store in Cincinnati By THE ASSOCIATED PRESS Wiesnkoenig (pronounced VEE-sehn-koh-neg), the official supplier of lederhosen for the Munich Oktoberfest, opened its first store in the United States on Wednesday, in a brewery in Cincinnati's Over-the-Rhine neighborhood. Oliver Pfund, a Wiesnkoenig consultant, said, "We want to show people here in the U.S. you can wear the lederhosen with Chuck Taylors, you don't have to wear the suspenders." Founded in 2007, Wiesnkoenig has five stores in Germany and sells in department stores there and in Switzerland and Austria. Mr. Pfund said a brewery was a perfect location. He said the company hoped visitors to the brewery would "have an interest in the German culture, as well. — Anonymous

With every plus there must be a minus; with every tear there must be a smile; and for every skunk there must be a fragrant flower. We live our lives in fear of dying and we overlook the simple truth that living is all we can control. Never too high, never too low will get you stuck in the middle of the road. A sense of equilibrium is needed to see life as it is, not what you would like it to be. — Phil Wohl

Somebody asked me 'what's the job of a CEO', and there's a number of things a CEO does. What you mostly do is articulate the vision, develop the strategy, and you gotta hire people to fit the culture. If you do those three things, you basically have a company. And that company will hopefully be successful, if you have the right vision, the right strategy, and good people. — Brian Chesky

Successful companies will almost always be described in terms of a clear strategy, good organization, strong corporate culture, and customer focus. But whether these things drive company performance, or whether they're mainly attributions based on performance, is a different matter. — Phil Rosenzweig

We believe strongly that in the long term, we will be better served - as shareholders and in all other ways - by a company that does good things for the world even if we forgo some short term gains. This is an important aspect of our culture and is broadly shared within the company. — Larry Page

Those who produce works of genius are not those who spend their days in the most refined company ... or whose culture is the broadest; they are those who have the ability to stop living for themselves and make a mirror of their personality, so that their lives, however nondescript they may be, are reflected in it. — Marcel Proust

Notes Day wasn't an end point but a beginning - a way of making room for our employees to step forward and think about their role in our company's future. I said before that problems are easy to identify, but finding the source of those problems is extraordinarily difficult. Notes brought problems to the surface - but we still had the hard work in front of us. Notes Day didn't solve anything all by itself. But it shifted our culture - repaired it, even - in ways that will make us better as we go forward. — Ed Catmull

Startups need to focus on building a foundation for their company culture early, and then they need to revisit it often. Every time a hire is made, a feature is launched, a Facebook status is updated, a press interview is given, a round of financing is raised, or a meeting is held, culture should be part of the decision-making process. — Leah Busque

The opposite of value is a commodity item with little or no perceived value - which means people are not seeking it out and when they do, it's merely one of the many choices (so very likely the cheapest offering will get the sale). — David Brier

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. — G-Eazy

Communication is the essential medium of a creative culture: the communal sea in which we all swim. A company that can't communicate is like a jazz band without instruments: Music just isn't going to happen. — John Kao

Once a year Jobs took his most valuable employees on a retreat, which he called " The Top 100." They were picked based on a simple guideline: the people you would bring if you could take only a hundred people with you on a lifeboat to your next company. At the end of each retreat, Jobs would stand in front of the whiteboard( he loved whiteboards because they gave him complete control of a situation and they engendered focus) and ask, " What are ten things we should be doing next?" People would fight to their suggestions on the list. Jobs would write them down, and then cross off the ones he decreed dumb. After much jockeying, the group would come up with a list of ten.Then Jobs would slash the bottom seven and announce, " We can only do three. — Walter Isaacson

But in the military you don't get trusted positions just because of your ability. You also have to attract the notice of superior officers. You have to be liked. You have to fit in with the system. You have to look like what the officers above you think that officers should look like. You have to think in ways that they are comfortable with.
The result was that you ended up with a command structure that was top-heavy with guys who looked good in uniform and talked right and did well enough not to embarrass themselves, while the really good ones quietly did all the serious work and bailed out their superiors and got blamed for errors they had advised against until they eventually got out.
That was the military. — Orson Scott Card

Many people, when considering a job, are primarily concerned with their role and responsibilities, the company's track record, the industry, and compensation. Further down on that list, probably somewhere between "length of commute" and "quality of coffee in the kitchen," comes culture. Smart creatives, though, place culture at the top of the list. To — Eric Schmidt

I'm out talking about this company (General Electric) seven days a week, 24 hours a day, with nothing to hide. We're a 130-year-old company that has a great record of high-quality leadership and a culture of integrity. — Jeffrey R. Immelt

The key venue for freewheeling discourse was the Monday morning executive team gathering, which started at 9 and went for three or four hours. The focus was always on the future: What should each product do next? What new things should be developed? Jobs used the meeting to enforce a sense of shared mission at Apple. This served to centralize control, which made the company seem as tightly integrated as a good Apple product, and prevented the struggles between divisions that plagued decentralized companies. — Walter Isaacson

A healthy company culture is a set of norms and behaviors that support high performance and supports the team as they move towards ultimate success. Visit these norms regularly. Everybody visits them regularly, from the CEO to the Truck Drivers. — Beth Ramsay

Most companies' culture just happens; no one plans it. That can work, but it means leaving a critical component of your success to chance. Elsewhere in this book we preach the value of experimentation and the virtues of failure, but culture is perhaps the one important aspect of a company where failed experiments hurt. — Eric Schmidt

As I see it, a person's culture represents his appraisal of the things that make up his life. And a fellow becomes cultured, I believe, by selecting that which is fine and beautiful in life and throwing aside that which is mediocre or phony. Sort of a series of free, very personal choices, you might say. If this is true, then I think it follows that 'freedom' is the most precious word to culture. Freedom to believe what you choose and read, think and say and be with what you choose. In America, we are guaranteed these freedoms. It is the constitutional privilege of every American to become cultured or to grow up like Donald Duck. I believe that this spiritual and intellectual freedom, which we Americans enjoy, is our greatest cultural blessing. Therefore, it seems to me, that the first duty of culture is to defend freedom and resist all tyranny. — Walt Disney Company

Superior execution is vital to sustaining the success initiated by an innovative service concept. An innovator's service quality is usually more difficult to imitate than its service concept. This is because quality service comes from inspired leadership throughout an organization, a customer-minded corporate culture, excellent service-system design, the effective use of information and technology, and other factors that develop slowly in a company, if at all. — Leonard L. Berry

Once we got back to the office, our graphic artist made a poster of our core values. We believed we had the power to make one another's professional dreams come true. We believed the work we did affected more than just our clients, but each other. We believed in grace over guilt and we believed anybody could become great if they were challenged within the context of a community. Suddenly we were more than a company, we were a new and better culture. Our business had become a fund-raising front for a makeshift family. — Donald Miller

I still have every record company sending every new, hot track to me, to do music videos, so I'm chained by the foot to pop culture. I still know what kids dress like and speak like, and I still hang out with them. It's just the nature of my day job. I am a freak of nature that has to understand them. — Joseph M. Kahn

Brands are either built on reruns or coming attractions. The future has no road map while the past does. Creating a brand that blazes new trails can sometimes be bumpy but will also allow you to be the first to discover something new, something meaningful and something that makes others ask, "Why didn't we think of that?" Be very scared of "old tricks" and build a spirit of innovation. It's the "old tricks" that have the highest risk, not doing something bold. — David Brier

One day I asked him if he had come to enjoy the process of building companies, now that he was trying to do so for a third time. "Uh, no," he started, as if I were a fool. But if he didn't enjoy building companies, he sure had a thoughtful and convincing way of describing why he kept doing it. "The only purpose, for me, in building a company is so that that company can make products. One is a means to the other. Over a period of time you realize that building a very strong company and a very strong foundation of talent and culture in a company is essential to keep making great products. — Brent Schlender

What was remarkable was that associating with a computer and electronics company was the best way for a rock band to seem hip and appeal to young people. Bono later explained that not all corporate sponsorships were deals with the devil. "Let's have a look," he told Greg Kot, the Chicago Tribune music critic. "The 'devil' here is a bunch of creative minds, more creative than a lot of people in rock bands. The lead singer is Steve Jobs. These men have helped design the most beautiful art object in music culture since the electric guitar. That's the iPod. The job of art is to chase ugliness away. — Walter Isaacson

A critical question to ask when bringing in a new CEO to take the reins of a company you started is: Do you want someone who will maintain company culture or reinvent it? — Ryan Holmes

In a culture that is becoming ever more story-stupid, in which a representative of the Coca-Cola company can, with a straight face, pronounce, as he donates a collection of archival Coca-Cola commercials to the Library of Congress, that 'Coca-Cola has become an integral part of people's lives by helping to tell these stories,' it is perhaps not surprising that people have trouble teaching and receiving a novel as complex and flawed as Huck Finn, but it is even more urgent that we learn to look passionately and technically at stories, if only to protect ourselves from the false and manipulative ones being circulated among us. — George Saunders

Ultimately, what any company does when it is successful is merely a lagging indicator of its existing culture. — Satya Nadella

Jobs described Mike Markkula's maxim that a good company must "impute"- it must convey its values and importance in everything it does, from packaging to marketing. Johnson loved it. It definitely applied to a company's stores. " The store will become the most powerful physical expression of the brand," he predicted. He said that when he was young he had gone to the wood-paneled, art-filled mansion-like store that Ralph Lauren had created at Seventy-second and Madison in Manhattan. " Whenever I buy a polo shirt, I think of that mansion, which was a physical expression of Ralph's ideals," Johnson said. " Mickey Drexler did that with the Gap. You couldn't think of a Gap product without thinking of the Great Gap store with the clean space and wood floors and white walls and folded merchandise. — Walter Isaacson

A good many times I have been present at gatherings of people who, by the standards of the traditional culture, are thought highly educated and who have with considerable gusto been expressing their incredulity of scientists. Once or twice I have been provoked and have asked the company how many of them could describe the Second Law of Thermodynamics. The response was cold: it was also negative. Yet I was asking something which is the scientific equivalent of: Have you read a work of Shakespeare's?
I now believe that if I had asked an even simpler question
such as, What do you mean by mass, or acceleration, which is the scientific equivalent of saying, Can you read?
not more than one in ten of the highly educated would have felt that I was speaking the same language. So the great edifice of modern physics goes up, and the majority of the cleverest people in the western world have about as much insight into it as their neolithic ancestors would have had. — C.P. Snow

Russia has to have a technology company of global meaning sooner or later. We should take the depth of technical culture we have here and make it available worldwide. — Arkady Volozh

One can always sell something by offering the lowest price. But this does not create loyalty to your brand. Never did and never will. It only creates "loyalty" to that price point. As soon as your guest or visitor is offered a better price, he or she will jump ship, leaving you like a scorned lover in the middle of the night. — David Brier

Creative people in particular traditionally have strained relations with systems, structures, standards, and other perceived constraints on their creative freedom. Nowhere is this clearer than in big organizations where people often complain that "the systems" kill creativity, longingly thinking back to the halcyon days when the company was young and less bureaucratic. Going back to the unstructured start-up days is not an option, however. Established companies require a different kind of innovation: they need a culture in which creativity is part of the corporate ecosystem. The key to building a creative culture is not to declare war on systems, processes, and policies, but to embrace and redesign them so they support and actively enhance innovative behavior. Managers, in other words, have to fight systems with systems, creating an architecture of innovation in their teams and departments. The primary aim is to help people behave more like innovators. — Paddy Miller

I really believe that the single hardest thing in business is building a company that does repeatable innovation ... and just has this ongoing culture of excellence as it grows. — Sam Altman

On the Facebook side, I think it's a bit of an evolution, in that that company, which has clearly done amazing things, was, I believe, as an outsider looking in, was founded on a culture that was obsessive about the users. And they built a service that is very valuable for users, and that is to be applauded. — Jason Kilar

Environmental policies are not just about good publicity; they are about responding to the moral imperative to address both climate change and resource depletion ... A company culture that is based on measuring everything in purely financial terms will be crippled by a high turnover of staff, customers and suppliers — Toby Robins

A French conversation starter is more subtle. Work is considered boring, money is out of the question, politics comes later (and only in like-minded company). Vacation is a safe bet - it's no exaggeration to say that French people are always going on, returning from, or planning a holiday. But more often than not, social class in France is judged by your relationship to culture. — Elizabeth Bard

Since most startups operate at a break-neck pace, with a concept to prove or a product to launch within a rapidly shortening runway of financing, company culture often gets shoved aside. This is a big, big mistake: Nobody serious about their business should put culture in the corner. — Leah Busque

I haven't given up me and I get to be a big part of my girls' lives. It's an amazing feeling that what I put into my business, I get out of it.- Jennifer Saint Jean, Itty Bitty Bag Company — Holly Hurd

There is no one, right way to design or develop anything. To a large degree, it needs to reflect the culture - especially the innovation culture - of a company. — Nathan Shedroff

Any good business is a hobby. We have an integrated company culture, and I can honestly say that many people who come here to work make Yandex a central part of their lives. — Arkady Volozh

When it comes to branding and the ever-changing social media phenomenon, you're not a mushroom. In other words, you shouldn't be kept in the dark and fed a pile of...well, you get the idea. — David Brier

It may well be that what we have hitherto
understood as architecture, and what we are
beginning to understand of technology, are
incompatible disciplines. The architect who
proposes to run with technology knows now
that he will be in fast company, and that in
order to keep up he may have to discard his
whole cultural load, including the professional
garments by which he is recognized as an
architect. If, on the other hand, he decides not
to do this, he may find that a technological
culture has decided to go on without him. — Rener Banham

It becomes a question of 'How do we convey our differentiation instantaneously?' and drive a wedge between any apparent (or assumed) sameness in the marketplace. — David Brier

A service culture doesn't happen by accident. The company is always a reflection of the person at the helm. Their attitude, their values, and their commitment to service excellence will drive the actions of others in the organization. Always has ... always will. — Mac Anderson

One of his motivating passions was to build a lasting company. At age twelve, when he got a summer job at Hewlett-Packard, he learned that a properly run company could spawn innovation far more than any single creative individual. " I discovered that the best innovation is sometimes the company, the way you organize a company," he recalled." The whole notion of how you build a company is fascinating. When i got the chance to come back to Apple, I realized that I would be useless without the company, and that's why I decided to stay and rebuild it. — Walter Isaacson

Building a business is a creative act. Few of us realize when we start out that we are creating not only a company but a culture. That's because it's usually not planned. It just happens. While everyone is focused on something else, making sales, providing service, sending out invoices, a little community springs up. It has its own unspoken customs, traditions, modes of dress and speech, and rules of behavior. By the time you become aware of it, the culture is often well established and it will probably be a reflection of your personality. — Jack Daly

some commonsense qualities that lead to a great company culture: a desire to buck trends, a good sense of perspective, a belief in a better tomorrow, a willingness to go the extra mile and stick with things for a long time, the ability to maintain quality relationships, and, last but not least, having fun and appreciating everything. — Susie Wyshak

A company that is not designed to create high-tech products is very unlikely to have the culture or the DNA that it takes to create high-tech products. So if you are a high-tech person in that company, then you're basically a glorified typist in some sense. It's very unlikely that the kind of people who would be successful in an entertainment company would even understand what programmers do that makes them more than typists. — Jessica Livingston

As George Orwell said, it is not easy to become sane. For South Africa, perhaps it will take as many lifetimes as we have tried to put between the present and the Dutch East India Company. There are many minds if you take a good look. Eventually in the same way the measure of loss and grief does, karma will catch up with all of us. Post-apartheid South Africa is not more enlightened than her sister apartheid South Africa. You may know nothing but tell me what you feel when you think, see, act, respond and sense. What corresponds with thought, sight, action, response and your intuition? (The warrior plunders on) racism is especially a majority shareholder at all levels. We forget that it is a privilege to live in a post-apartheid South Africa. — Abigail George

Working from home during normal working hours, which to many represents the height of enlightened culture, is a problem that - as Jonathan frequently says - can spread throughout a company and suck the life out of its workplace. — Eric Schmidt