Vision Of A Company Quotes & Sayings

If we are going to be able to create a new economic vision, companies will need to rethink every aspect of their operations; their bottom lines, ownership structures, demands on financial returns, how they raise capital. For example, an ethical company would say it should only take a fair share of the planet's resources and campaign on this. — Tim Jackson

If your actions don't reflect your goals ... and your behavior doesn't reflect your company's vision ... then you're not a leader; regardless of what your title indicates. — Steve Maraboli

Vision is dandy, but sustainable company excellence comes from a huge stable of able managers. — Tom Peters

I think reconceptualizing Microsoft as a devices and services company is absolutely what our vision is all about. Office 365 and Azure on the services side are representative of it. — Satya Nadella

Without a vision and a mission, your company can be termed as a 'Bull' set free in the busy streets of the corporate world — Henrietta Newton Martin

The Zappos Company Philosophy We value passion, determination, perseverance, and the sense of urgency. We are inspired because we believe in what we are doing and where we are going. We don't take "no" or "that'll never work" for an answer because if we had, then Zappos would have never started in the first place. Passion and determination are contagious. We believe in having a positive and optimistic (but realistic) attitude about everything we do because we realize that this inspires others to have the same attitude. There is excitement in knowing that everyone you work with has a tremendous impact on a larger dream and vision, and you can see that impact day in and day out. SOURCE: Zappos Company (n.d.). — Debbie P. Silver

An Incoherent Strategy When a company's value curve looks like a bowl of spaghetti - a zigzag with no rhyme or reason, where the offering can be described as "low-high-low-low-high-low-high" - it signals that the company doesn't have a coherent strategy. Its strategy is likely based on independent substrategies. These may individually make sense and keep the business running and everyone busy, but collectively they do little to distinguish the company from the best competitor or to provide a clear strategic vision. This is often a reflection of an organization with divisional or functional silos. — W.Chan Kim

Before you can create a strategy, you need a vision of the company. Before you set that vision for the future, you have to understand your current position in the market as well as your limitations. — Stan Shih

I have not seen a true grounds-up revolution from a bunch of companies getting together. It takes one company to put it together, then people draft off of that, but they don't build it top to bottom with a specific vision. — Tony Fadell

Launching Collins in the U.S. fulfills the original vision of the 1989 union of Harper & Row and William Collins. Publishing has clarified the many benefits of working as a global company. I believe that a true 21st century publisher is a global publisher. Harper Collins is well on its way. — David D. Friedman

Not since the original Mac had a clarity of product vision so propelled a company into the future. If anybody was ever wondering why Apple is on the earth, I would hold up this as a good example — Walter Isaacson

Having Alexei Ratmansky create a new Romeo and Juliet for The National Ballet of Canada to mark our 60th anniversary is a dream come true. His aesthetic
steeped in the Russian school but open to contemporary sources
is ideal for this work and for our company, which, with our classical heritage and our passion for the modern, is perfectly suited to his distinctive dance vision. — Karen Kain

Every time a twenty-something CEO turns down a multibillion-dollar offer for a company that has little or no revenues, it hits a raw nerve in me. Unlike most professionals, I am not shocked by the seemingly bizarre behavior of those founders who pursue their vision beyond all rational thought or monetary reward. — Jay Samit

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

Applying scientific principles and validated learning to identify and eliminate sources of waste Adapting company vision to reflect customer insight Emphasizing fast iterations to stay ahead of uncertainty Effectively evaluating progress using a new set of benchmarks designed for startups — Vocreo Publishing

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

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. — Paul Arden

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

It is not easy to build a great brand. It takes leadership to persuade the rest of the company to follow your vision. It takes an artistic sense of proportion and timing. It takes a ruthless willingness to distinguish yourself from competing brands and, hopefully, bury them in the process. — David F. D'Alessandro

The techniques of being an Internet visionary are just like those of lower-tech fortunetellers through the ages. A technological visionary must tell people what they want to hear, because your company's stock won't rise if you spout an unpopular vision to analysts. — Nathan Myhrvold

Staying true to our goals, Question Bridge as a company and as a project is not singularly about black males. One of the things I'm so excited about Question Bridge is that my vision goes far beyond black males. — Jesse Williams

My job is not to micromanage my team, but to craft a vision based on the business goals of the company and encourage the HR leaders who report to me to be brave, innovative, and proactive in pursuit of that common vision. — Patrick M. Wright

In order to lead a country or a company, you've got to get everybody on the same page and you've got to be able to have a vision of where you're going. America can't have a vision of health care for everybody, green economy, regulations - can't have a bunch of piece-meal activities. It's got to have a vision. — Jack Welch

He [Steve Jobs] had more of the future vision: We can bring this to everyone; we can start a company; we can sell it. — Steve Wozniak

Companies, as they grow to become multi-billion-dollar entities, somehow lose their vision. They insert lots of layers of middle management between the people running the company and the people doing the work. They no longer have an inherent feel or a passion about the products. The creative people, who are the ones who care passionately, have to persuade five layers of management to do what they know is the right thing to do. — Steve Jobs

Somehow, the company must stay true to the founding vision while avoiding the pitfalls of rapid growth - and perhaps survive the hiring of a previously successful executive who doesn't work out. — Bing Gordon

This is a book about the roller-coaster life and searingly intense personality of a creative entrepreneur whose passion for perfection and ferocious drive revolutionized six industries: personal computers, animated movies, music, phones, tablet computing, and digital publishing. You might even add a seventh, retail stores, which Jobs did not quite revolutionize but did reimagine. In addition, he opened the way for a new market for digital content based on apps rather than just websites. Along the way he produced not only transforming products but also, on his second try, a lasting company, endowed with his DNA, that is filled with creative designers and daredevil engineers who could carry forward his vision. In August 2011, right before he stepped down as CEO, the enterprise he started in his parents' garage became the world's most valuable company. — Walter Isaacson

Once you create and dominate a niche market, then you should gradually expand into related and slightly broader markets. Amazon shows how it can be done. Jeff Bezos's founding vision was to dominate all of online retail, but he very deliberately started with books. There were millions of books to catalog, but they all had roughly the same shape, they were easy to ship, and some of the most rarely sold books - those least profitable for any retail store to keep in stock - also drew the most enthusiastic customers. Amazon became the dominant solution for anyone located far from a bookstore or seeking something unusual. Amazon then had two options: expand the number of people who read books, or expand to adjacent markets. They chose the latter, starting with the most similar markets: CDs, videos, and software. Amazon continued to add categories gradually until it had become the world's general store. The name itself brilliantly encapsulated the company's scaling strategy. — Peter Thiel

marketing tells one story about the company, usually connected to corporate strategy at the senior level, while the products tell several stories, depending on a product manager's vision of his or her own strategy. — Alex Bogusky

While Free Choice Vouchers didn't fulfill my vision of a health care system in which every American would be empowered to hire and fire their insurance company, they were a foothold for choice and competition and a safety valve for Americans whose employers are already forcing them to bear more and more of their family's health insurance costs. — Ron Wyden

She continued to glow at the edge of his vision. When camp broke at dawn, he'd catch sight of her bright hair, notice her talking effortlessly with the Herrani, or trying to learn Dacran from the easterners. He watched the soldiers' wariness dissolve. They began to smile at her arrival, to like her despite themselves and her appearance: the very image of a Valorian warrior girl.
She kept close company with Roshar. Arin saw from afar the way the prince teased her. Heard her laugh. It squeezed a fist inside him. At dusk, the pair of them played cards. Roshar bled the air with a string of eastern curses when he lost. — Marie Rutkoski

One forceful CEO recently lamented to me about the absence of "real leaders" in his organization. He felt his company was full of compliant people, not committed visionaries. This was especially frustrating to a man who regards himself as a skilled communicator and risk taker. In fact, he is so brilliant at articulating his vision that he intimidates everyone around him. Consequently, his views rarely get challenged publicly. People have learned not to express their own views and visions around him. While he would not see his own forcefulness as a defensive strategy, if he looked carefully, he would see that it functions in exactly that way. — Peter M. Senge

It's nontrivial for a company and everyone in it to know "who we are." A little bit easier, however, is to know "who we aren't." When even that knowledge is missing - when there is no basis in the company to say about a given cockamamy scheme "it just isn't us" - the company clearly lacks vision. Vision implies a visionary. There has to be one person who knows in his or her bones what's "us" and what isn't. And it can't be faked. Employees can smell an absence of vision the way a dog can smell fear. — Tom DeMarco

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

When you found a company, you have the original vision, you make all the original decisions, you know every employee, you kind of know every aspect of the product architecture and its limitations. — Ben Horowitz

Successful succession is more than selecting someone with an appropriate skill set - it's about finding someone who is in lockstep with the original cause around which the company was founded. Great second or third CEOs don't take the helm to implement their own vision of the future; they pick up the original banner and lead the company into the next generation. That's why we call it succession, not replacement. There is a continuity of vision. — Simon Sinek

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

Humans crave the comfort of company when in the darkness. Not darkness of vision, which they have trained themselves over long centuries and millennia to endure and overcome. But the darkness of soul. The darkness of spirit which cries out for help, for assurance that there is brightness in the dark, even if that brightness is only the spark of another human life. For where there is life there is always a small measure of hope. — Michaelbrent Collings