Success Of A Company Quotes & Sayings

During the last five years, those four advantages-costs, products, people, goodwill-have been the salvation of Interface during a recession that saw our primary marketplace shrink by 38% from peak to trough-38%! As a heavily leveraged company with over $400 million in debt, we might not have made it without the sustainability initiative and, especially, the support of our customers. This revised definition of success-this new paradigm-has a name: "Doing well by doing good". It is a better way to bigger profits. — Ray Anderson

I'm very ambitious. I live in reality but I have dreams I want to fulfill - I want to be a director, and I've already started my own production company. But I also have a measure of success that I keep to myself. It's something very personal to me. — Alex Pettyfer

(About Pop Idols) Obviously, it's designed by record company executives who want a cheap success, and they don't want to give money to anybody and they don't want to give contracts, so they've created this world of very bubbly teenagers who want to be "idols" and they think all they have to do is mime quite well and they've made it ... But it's not the problem of the kids, it's the problem of the record companies, because it's just an inexpensive way for them to have so-called, I won't say "artists", but erm ... You're nodding, you know what I mean. — Steven Morrissey

Years later, I found myself running
a network television division and then a
movie studio and now an entire entertainment
company. But, much of the success I've achieved
can be traced to the direct and metaphorical
lessons I learned in building those campfires.
I can hardly think of an aspect of my life
that wasn't positively affected by my camping
experience. — Michael Eisner

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

At its zenith Sears accounted for more than 2 percent of all retail sales in the United States. It pioneered several innovations critical to the success of today's most admired retailers: for example, supply chain management, store brands, catalogue retailing, and credit card sales. The esteem in which Sears' management was held shows in this 1964 excerpt from Fortune: "How did Sears do it? In a way, the most arresting aspect of its story is that there was no gimmick. Sears opened no big bag of tricks, shot off no skyrockets. Instead, it looked as though everybody in its organization simply did the right thing, easily and naturally. And their cumulative effect was to create an extraordinary powerhouse of a company. — Clayton M Christensen

Elizabeth was counting on Marco to keep cousin Mary occupied until after the board meeting was over. A piece of cheese might catch a mouse, but an afternoon alone with a muscular masseur would ensnare her cousin far more effectively. And afterwards, while Mary lay sated and sleeping upon a massage table, wiser heads could determine the company's future. There were times, Elizabeth thought, when success in business demanded utter ruthlessness. — Barbara Taylor Bradford

Do not keep company with people who speak of careers. Not only are such people uninteresting in themselves; they also have no interest in anything interesting ... Keep company with people who are interested in the world outside themselves. The one who never asks you what you are working on; who never inquires as to the success of your latest project; who never uses the word career as a noun
he is your friend. — Roger Rosenblatt

When I meet with the founders of a new company, my advice is almost always, 'Do fewer things.' It's true of partnerships, marketing opportunities, anything that's taking up your time. The vast majority of things are distractions, and very few really matter to your success. — Evan Williams

In response, BEA launched an innovative program to put the company's experts at the heart of its best customers' IT organizations. BEA created Global Service Executives (GSEs) who were responsible for all services across education, consulting, and support. A portion of their compensation was based on customers' ongoing success and full utilization of all purchased products. In addition, a client architect was placed on-site at strategic accounts, reporting to the customer's CIO. These roles were in position to see customers' needs from the inside and to help customers create strategy and road maps. Use proactive services to extend — Lilia Shirman

Businesses must reconnect company success with social progress. Shared value is not social responsibility, philanthropy, or even sustainability, but a new way to achieve economic success. It is not on the margin of what companies do but at the center. We believe that it can give rise to the next major transformation of business thinking. — Michael Porter

I feel I am a role model to many, not just for my designs, but also for the fact that I started my own company with the help of my two friends. I became a success story, and people relate to that. — Christian Louboutin

I have told our senior executives that I will slaughter holy cows if it benefits the company's long-term success. When we asked ourselves whether Formula 1 still matched the concept of a sustainable company, the clear answer was no. — Norbert Reithofer

There are a lot of things that go into creating success. I don't like to do just the things I like to do. I like to do things that cause the company to succeed. I don't spend a lot of time doing my favorite activities. — Michael Dell

The relationship between nurturance and moral self-interest can be seen most clearly in nurturant forms of business practice. It involves the humane treatment of employees, the creation of a safe and humane workplace, social and ecological responsibility, fairness in hiring and promotion, the building of a work community, the development of excellent communication between employees and management and between the company and its customers, opportunities for employee self-development, a positive role in the larger community, scrupulous honesty, a regard for one's customers and for the public, and excellent customer service. Policies such as these have increased the productivity and success of many businesses. They are models of how Nurturant Parent morality can function to help businesses be successful and to allow owners, investors, and employees to seek their self-interest within this moral system. Moral — George Lakoff

Until our own time, history focussed on man the achiever; the higher the achiever the more likely it was that the woman who slept in his bed would be judged unworthy of his company. Her husband's fans recoiled from the notion that she might have made a significant contribution towards his achievement of greatness. The possibility that a wife might have been closer to their idol than they could ever be, understood him better than they ever could, could not be entertained. — Germaine Greer

Fairchild Parent rewarded Fairchild Child's success the way all East Coast companies of the era did: it kept a sizable chunk of the profits to fund other company operations, and it promoted the people at the top of the division to a fancier position and a better salary for a job well done. Back in New Jersey, it didn't cross anyone's mind that this was exactly the wrong response to an egalitarian company that shared both risk and reward among all of its employees, whose executives had moved to California precisely to get away from the Old World of business, and which needed to plow most of its profits back into product development to stay ahead of the competition in a fast-moving take-no-prisoners industry. — Michael S. Malone

And while a brand is so much more than a company's logo, the logo is one of the key ambassadors to any brand. — David Brier

In the '80s, I thought I'd be a success as a woman if I were the president of a billion dollar company, had a sensitive soul-mate husband, two bilingual children, buns of steels, and a compost heap. In the '90s, I pretty much feel I'm a success if I can get through the afternoon without eating a cheesecake. — Cathy Guisewite

Evolution has been the key tenet of success over the past 13 years, and we have transformed from a single subscription e-commerce image business into a company with a diversified portfolio of content offerings, servicing the needs of businesses of all types and sizes globally. — Jon Oringer

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

Success happened little by little for me. I tasted the flavor of fame in small doses: I started at 10 years old when I won a music contest; I was performing at birthday parties, company meetings. — Shakira

This proletarianization of the lower salaried bourgeoisie is accompanied by an excess in the opposite direction: the irrationally high pay of top managers and bankers, a level of remuneration that is economically irrational since, as investigations in the US have demonstrated, it tends to be inversely proportional to the company's success. — Slavoj Zizek

But human deciding what to eat without professional guidance - something they have been doing with notable success since coming down out of the trees - is seriously unprofitable if you're a food company, a definite career loser if you're nutritionist, and just plain boring if you're a newspaper editor or reporter. — Michael Pollan

Eighty to 90 percent of success in a company has nothing to do with business at all - it's all personal. — Carol Roth

1. Project What is the project? Why is it unique? Why is the business needed? Why will customers love your product? 2. Partners Who are you? Who are the partners? What are your educational backgrounds? How much experience do you all have? How are you and your partners qualified to make the project a success? 3. Financing What is the total cost of the project? How much debt and how much equity is there? Are partners investing their own money? What is the investor's return and reward for their risk? What are the tax consequences? Who is your CFO or accounting firm? Who is responsible for investor communications? What is the investor's exit? 4. Management Who is running your company? What is their experience? What is their track record? Have they ever failed? How does their experience relate to your industry? Do you believe this is the strongest management team you can assemble? Can you pitch them with confidence? — Donald J. Trump

Despite the fact that Starbucks has grown to be a large company. We've always played music in our stores and has always acted as an opportunity to create a mood in our stores. And customers started asking, "What song are you playing and can I buy that?" . And we said "No." And that was kind of the catalyst for beginning to look at music. We started out with our own compilations and after the success of that. We had the courage to say, "Let's produce our own record." and the first record was with Ray Charles before he unfortunately passed away. — Howard Schultz

The greatest way to ensure your company's failure is to appoint leaders who see a divide between themselves and the team; who are more fixated on their elevated role than on the act of leading. — Steve Maraboli

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

Let's take energy, for instance. I understand that in some industries, the input cost of energy is a major factor in whether an industry is going to locate in the United States or go elsewhere. So, when, at Bain Capital, we started a new steel company called Steel Dynamics in Indiana, the cost of energy was a very important factor to the success of that enterprise. — Mitt Romney

Starting a company, your success is going to be very dependent on how you adapt. You're going to make decisions, you're going to make bets; most of them are going to turn out to be wrong. — Jeremy Stoppelman

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

People often say to me, "How come you don't want to be CEO of a company?" And I tell them, "I don't want to." I know I can do it, but I don't enjoy it. Why does that have to be the definition of success? — Charlene Li

Well, strategy. The competitive landscape. Morale. The dynamics of the executive team. Top performers. Bottom performers. Customer satisfaction. Pretty much everything that has a long-term impact on the success of the company. Stuff you just can't cover in weekly or monthly meetings. — Patrick Lencioni

If your endeavors result in success of the company in a continuity of at
least a few years, you are a successful manager. If other companies follow
your business approach, you are certainly an important manager with
leader characteristics. — Eraldo Banovac

If Nintendo had been an American company playing by the rules such companies follow, it would have given up long before there was any indication of success - that is, after Arakawa's original market surveys, when the AVS failed, or when there was resistance at the first trade shows. Many American companies are so wedded to market research that the devastating results of focus groups have signaled death knells. Had Nintendo been American, the company would probably have retreated when retailers in New York declined to place orders, or when it took more than a year for big sales numbers to appear. But commitment to an idea and pure tenacity are inherent in Japanese business philosophy - and certainly to Japanese business successes. — David Sheff

We had a mission at PayPal - which was to create a new financial system, a new world currency, and we failed. We were a financial success, but we didn't succeed at the purpose of our company. — Luke Nosek

But I have one want which I have never yet been able to satisfy; and the absence of the object of which I now feel as a most severe evil. I have no friend, Margaret: when I am glowing with the enthusiasm of success, there will be none to participate my joy; if I am assailed by disappointment, no one will endeavour to sustain me in dejection. I shall commit my thoughts to paper, it is true; but that is a poor medium for the communication of feeling. I desire the company of a man who could sympathise with me; whose eyes would reply to mine. You may deem me romantic, my dear sister, but I bitterly feel the want of a friend. I have no one near me, gentle yet courageous, possessed of a cultivated as well as of a capacious mind, whose tastes are like my own, to approve or amend my plans. How would such a friend repair the faults of your poor brother! — Mary Shelley

In my last two years in high school, my face was pocked with pimples, I stammered when I spoke; if I made a mistake, I blushed furiously, and when nervous, as I was in the company of girls, I perspired freely. — Joseph L. Mankiewicz

where creativity doesn't drive a company's strategic vision, most often the lowest price will be the winning formula. Success, abundance, a rising standard of living-for individuals, companies, communities, nations-will depend on a capacity to create, invent, and innovate. — Peter Georgescu

What's more, the ripple effect of winning extends beyond the Win3. There are additional stakeholders who also win. These include the buyer's company, your company's shareholders, others in your company who build the product and deliver the service you sell, or those who simply keep their jobs because your sales contribute to the company's bottom line. You can even add your personal stakeholders, including family and friends, because your well-being and financial success affect them, too. When a collaborative sale is made, and the buyer's POWNs are addressed, it's a string of wins all around. — Nancy Bleeke

A lot of entrepreneurs hate big companies. But if you hate them so much, why are you trying to build a new one? The truth is, as soon as a startup has any kind of success whatsoever, it will face big company problems. — Eric Ries

I got a letter from a lightning rod company this morning trying to out the fear of God in me, but with small success. Lightning seems to have lost its menace. Compared to what is going on on earth today, heaven's firebrands are penny fireworks with wet fuses. — E.B. White

Apple Computer would not have reached its current peak of success if it had feared to roll the dice and launch products that didn't always hit the mark. In the mid-1990s, the company was considered washed up, Steve Jobs had departed, and a string of lackluster product launches unrelated to the company's core business. — Naveen Jain

It's not an easy task building a motorcycle company. Your window for success is relatively small. You can't afford a lot of hiccups if you don't have another business supporting you. — Robert Evans

It is very rewarding when you see your employees happy and excited about the success of the company. When you introduce something new, a product in the world that gets really high marks and everyone loves using it and raves about it. You will feel very good about it. — Anousheh Ansari

One remarkable part of the SnapTax story is what the team leaders said when I asked them to account for their unlikely success. Did they hire superstar entrepreneurs from outside the company? No, they assembled a team from within Intuit. Did they face constant meddling from senior management, which is the bane of innovation teams in many companies? No, their executive sponsors created an "island of freedom" where they could experiment as necessary. Did they have a huge team, a large budget, and lots of marketing dollars? Nope, they started with a team of five. What allowed the SnapTax team to innovate was not their genes, destiny, or astrological signs but a process deliberately facilitated by Intuit's senior management. — Eric Ries

If being the biggest company was a guarantee of success, we'd all be using IBM computers and driving GM cars. — James Surowiecki

Ebay's success as a company depends on the success of the community of sellers. — Pierre Omidyar

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

Now my mom designs to resign so she runs for US senate, and now at 67 my mom just launched a new company called Women's Leadership Live, she is the cofounder and CEO, and it's all about empowering women to be successful in business however they define success. When you have a role model like that you really don't ever look at gender as an issue and it's about owning your place and taking charge of your role, regardless of what you look like. — Stephanie McMahon

Success is creating something original and lasting-whether it is a company, a work of art, an idea or analysis that influence others, or a happy and productive family. — Linda Chavez

An organization's strategy is simply its plan for success. It's nothing more than the collection of intentional decisions a company makes to give itself the best chance to thrive and differentiate from competitors. — Patrick Lencioni

In 2011, I interviewed a skilful young manga artist who asked me not to reveal his name because he still needs to defer to his seniors in the industry. He has had some considerable publishing success, and explained that, although the competitions are in theory open, in practice he now feels he needs to work first for the company that has supported him, and this also influences his choice of subject matter. — Joy Hendry

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

Consider Steve Jobs. One biographer said, "Was he smart? No, not exceptionally. Instead he was a genius." Jobs dropped out of college, went to find himself in India, and at one point was forced out of Apple, the company he co-founded, when sales were slow in 1985. Few would have predicted the level of his success by his death. "Think different" became the slogan of a multinational monolith that fused art and technology under his guidance. Jobs may have been average or unexceptional in many domains, but his vision and ability to think differently made him a genius. — Brian Hare

The role of design at a company is to allow you to recreate yourself, to allow your company to find a new way of success before the old way fails. — Mark Parker

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

When the corporation's investment capital becomes impatient for growth, good money becomes bad money because it triggers a subsequent cascade of inevitable incorrect decisions. Innovators who seek funding for the disruptive innovations that could ultimately fuel the company's growth with a high probability of success now find that their trial balloons get shot down because they can't get big enough fast enough. Managers of most disruptive businesses can't credibly project that the business will become very big very fast, because new-market disruptions need to compete against nonconsumption and must follow an emergent strategy process. Compelling them to project big numbers forces them to declare a strategy that confidently crams the innovation into a large, existing, and obvious market whose size can be statistically substantiated. This means competing against consumption. — Clayton M Christensen

The average time for karma to produce results is five years. I mean, five years for a company to prove itself or end, but also for a person to achieve success or failure. Now, if you really persist in doing something truly good for five years of your life, you must conquer the results you envisioned, if you did so. And the same applies for the ignorant. If you ignore the potential of those around you, if you ignore your life partner, if you ignore the needs of others, if you are ignorant about yourself and waste your time for five years, then expect to get karma back after that period as well. Life is wonderful, even for the stupid, but you shouldn't need negative consequences to learn something useful from it. — Robin Sacredfire

Being captive to quarterly earnings isn't consistent with long-term value creation. This pressure and the short term focus of equity markets make it difficult for a public company to invest for long-term success, and tend to force company leaders to sacrifice long-term results to protect current earnings. — Charles Koch

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

Managers' responsibility is to ensure that people deliver the expected results, which are the company's strategy. The company's strategy, in turn, determines its competitive advantage. So, if a manager does a poor job of motivating employees' productivity, the enterprise is a weak competitor. — Anna Stevens

Often, there is no correlation between the success of a company's operations and the success of its stock over a few months or even a few years. In the long term, there is a 100 percent correlation between the success of the company and the success of its stock. This disparity is the key to making money; it pays to be patient, and to own successful companies. — Peter Lynch

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

I couldn't deal with anything. I wasn't enjoying what I was doing because of the situation. My Paiste rep, a symbol company, referred me to this doctor in LA. I went there and had a consultation done. So, he examined exactly what the problem was and I went for the operation and it was a success. — Charlie Benante

When a CEO looks around her staff meeting, a good rule of thumb is that at least 50 percent of the people at the table should be experts in the company's products and services and responsible for product development. This will help ensure that the leadership team maintains focus on product excellence. Operational components like finance, sales, and legal are obviously critical to a company's success, but they should not dominate the conversation. — Eric Schmidt

When you have gained a victory, do not push it too far; 'tis sufficient to let the company and your adversary see 'tis in your power but that you are too generous to make use of it. — Eustace Budgell

We are a consumer company and our success is directly linked to our users trusting us. Therefore we have the same incentive as the user: they want to see relevant advertising so their experience of Google is positive and we want to deliver it. — Susan Wojcicki

Continuing on my theme of backing inclusive innovations, I am optimistic of the success of Uniphore. Man-machine communication is one of the more complex problems to solve. Uniphore's vision lends possibility of finding a solution to this very difficult problem, and the company has already made substantial progress. — Kris Gopalakrishnan

The speed at which a business success is recognized, furthermore, is not that important as long as the company's intrinsic value is increasing at a satisfactory rate. In fact, delayed recognition can be an advantage: It may give us the chance to buy more of a good thing at a bargain price. — Warren Buffett

Some of the biggest bores I've ever known are men who have been highly successful in business, particularly self-made heads of big companies. Before the first olive has settled into the first martini, they pour the stories of their lives into the nearest and sometimes the remotest ears capturable ... These men have indeed paid the price of success. To rise to the top of a big company often takes a totality of effort, concentration and dedication. Others, too, have to pay part of the price. Wife and children are out of mind even when in sight ... — Malcolm Forbes

Starbucks considers a product's success not only in terms of consumer acceptance but also in terms of employee — Fast Company

the naked approach is certainly not limited to our field. It applies to anyone who provides ongoing, relationship-based advice, counsel, or expertise to a customer, inside or outside of a company. Or better yet, it applies to anyone whose success is tied to building loyal and sticky relationships with the people they serve. — Patrick Lencioni

With joint-stock corporations, investors can place bets on the success of many different companies, without having to play a central management role in any one of them. This allows investors to diversify their financial holdings. It also allows them to capture profits on their investments, without having to get involved in the dirty, troublesome business of actually running a company. — Jim Stanford

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

The leader's success in this skill is not just in the development of a vision - the corporate world is littered with concept videos, detailed mockups, and other scenarios of possible futures. Their success is instead shown in how the vision catalyzes action, inspiring the people within a company to charge forward because they want to live in a world where that vision is made a reality. — Peter Merholz

My advice to fledgling entrepreneurs is always the same: build a company that you plan to be with for the next 10 years - that is the best way to increase your chances of success. — Vivek Wadhwa

The shareholders who own the businesses in this book have other, nonfinancial priorities in addition to their financial objectives. Not that they don't want to earn a good return on their investment, but it's not their only goal, or even necessarily their paramount goal. They're also interested in being great at what they do, creating a great place to work, providing great service to customers, having great relationships with their suppliers, making great contributions to the communities they live and work in, and finding great ways to lead their lives. They've learned, moreover, that to excel in all those things, they have to keep ownership and control inside the company and, in many cases, place significant limits on how much and how fast they grow. The wealth they've created, though substantial, has been a byproduct of success in these other areas. I call them small giants. — Bo Burlingham

Level 5 leaders are differentiated from other levels of leaders in that they have a wonderful blend of personal humility combined with extraordinary professional will. Understand that they are very ambitious; but their ambition, first and foremost, is for the company's success. They realize that the most important step they must make to become a Level 5 leader is to subjugate their ego to the company's performance. When asked for interviews, these leaders will agree only if it's about the company and not about them. — James C. Collins

A company's success no longer depends primarily on its ability to raise investment capital. Success depends on the ability of its people to learn together and produce new ideas. — Arie De Geus

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

Marketing automation is the technology that propels your business into a new era of relationship based marketing with quantifiable results. When powerful technology meets effective implementation and internal process management, your company will soon find itself on a journey that leads to new heights of business success. — Jon Miller

It is no longer just engineers who dominate our technology leadership, because it is no longer the case that computers are so mysterious that only engineers can understand what they are capable of. There is an industry-wide shift toward more "product thinking" in leadership
leaders who understand the social and cultural contexts in which our technologies are deployed.
Products must appeal to human beings, and a rigorously cultivated humanistic sensibility is a valued asset for this challenge. That is perhaps why a technology leader of the highest status
Steve Jobs
recently credited an appreciation for the liberal arts as key to his company's tremendous success with their various i-gadgets. — Damon Horowitz

If I were running a company today, I would have one priority above all others: to acquire as many of the best people as I could. I'd put off everything else to fill my bus. Because things are going to come back. My flywheel is going to start to turn. And the single biggest constraint on the success of my organization is the ability to get and to hang on to enough of the right people. — James C. Collins

It's not about market share. If you have a successful company, you will get your market share. But to get a successful company, what do you have to have? The same metrics of success that your customer does. — Gordon Bethune

The formation of our beliefs is fraught with superstitions - even today (I might say, especially today). Just as one day some primitive tribesman scratched his nose, saw rain falling, and developed an elaborate method of scratching his nose to bring on the much-needed rain, we link economic prosperity to some rate cut by the Federal Reserve Board, or the success of a company with the appointment of the new president at the helm. — Nassim Nicholas Taleb

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

The chief executive officer is also the chief sales officer. He or she is responsible for the success of the company and making a profit. The closer the CEO is to the everyday selling process, bringing in business, the more successful the company will become. — Jeffrey Gitomer

The best CEOs in our research display tremendous ambition for their company combined with the stoic will to do whatever it takes, no matter how brutal (within the bounds of the company's core values), to make the company great. Yet at the same time they display a remarkable humility about themselves, ascribing much of their own success to luck, discipline and preparation rather than personal genius. — James C. Collins

they sought to revitalize a nineteenth-century style of employment relations in which workers were considered liabilities rather than assets. It was a style in which a company's success was in opposition to workers' welfare rather than dependent on it. — Erin Hatton

If I could get one message to you it would be this: the future of this country and the welfare of the free world depends upon our success in space. There is no room in this country for any but a fully cooperative, urgently motivated all-out effort toward space leadership. No one person, no one company, no one government agency, has a monopoly on the competence, the missions, or the requirements for the space program. — Lyndon B. Johnson

Do business managers have a commitment to anything more than the success of their company and to making money? It would be hard to say that they do. Indeed, many business leaders deny that there is any conflict between self-interest and the interests of all. — Peter Singer

Is it weird that when I see a cool t shirt or pick up a toothbrush or see a new car I don't think about the product itself? I think about the thousands of people and dollars to make it.

I think about how the retailer that took the risk to buy and resell it. Then I work backwards to the store costs, the distributer who got it there, the shipping company that brought it over from China, the factory workers that made it, the people that sourced the materials and the people that harvested the raw materials, and on and on..
.
The global economy is amazing. Your $20 t-shirt is a freaking miracle. — Richie Norton

If you look at the average age of a company on the Dow Jones index, it's something like 35 years or younger. In other words ... success is no indication of longevity. — Simon Sinek

War is like a game of chess ... but with this little difference, that in chess you may think over each move as long as you please and are not limited for time, and with this difference too, that a knight is always stronger than a pawn, and two pawns are always stronger than one, while in war a battalion is sometimes stronger than a division and sometimes weaker than a company. The relative strength of bodies of troops can never be known to anyone ... Success never depends, and never will depend, on position, or equipment, or even on numbers, and least of all on position. — Leo Tolstoy

Too many of the women lack critical assignments that will give 'star' visibility in their companies, even though they are considered high potential," she said. "Such assignments enable a woman to prove herself by showcasing her skills, tenacity, leadership, and making a difference to the company's bottom line. — Betty Liu

A company at the top of its game has accumulated a number of rules of thumb - implicit assumptions and beliefs about what has been central to its success. New technologies and business models belie or change some of those assumptions, but they only seem sensible if the management team can become aware of those implicit assumptions and mind-sets and suspend them for a moment to contemplate the change. It's very hard to do that with the inherited wisdom, experience, and lore of a company. This is why the failures of incumbents to capture the benefits of disruptive innovations are a result not of bad managers, but of good managers practicing what they have done best. Incremental innovations can quickly be scaled and incorporated. Disruptive innovations require changes in customer sets, business models, or performance metrics that are no longer consistent with what led to success in the past. — Stefan Heck

Garraty wondered how it would be, to lie in the biggest, dustiest library silence of all, dreaming endless, thoughtless dreams behind your gummed-down eyelids, dressed forever in your Sunday suit. No worries about money, success, fear, joy, pain, sorrow, sex, or love. Absolute zero. No father, mother, girlfriend, lover. The dead are orphans. No company but the silence like a moth's wing. An end to the agony of movement, to the long nightmare of going down the road. The body in peace, stillness, and order. The perfect darkness of death.
How would that be? Just how would that be? — Stephen King

Whether your focus is on preserving and strengthening family ties in a world of increasingly unstable relationships, gaining access to a decent job, growing and evolving as a person, or guiding a company through the stormy seas of a fiercely competitive global marketplace-whether your goals are material, emotional, or spiritual-the price of success is the same: thinking, learning. To be asleep at the wheel-to rely only on the known, familiar, and automatized-is to invite disaster. — Nathaniel Branden