Fujio Mitarai Quotes

If I had learned more about business ahead of time, I would have been shaped into believing that it was only about finances and quality management.

HartBeat Productions is a company established by me; it's mine. I run it. I have employees.

Facebook, Google, Apple, Yahoo - there's a common theme. None of these companies ever sold. By staying independent, they were able to build a great company.

No one gave me a recipe for how to create company culture. I wish I had had one.

I am honored to join the Under Armour Board, and look forward to seeing how a founder and CEO operates a dynamic and fast-growing company known for innovation and its competitive edge.

SK will evolve and develop based on its corporate culture and human resources.

A company should limit its growth based on its ability to attract enough of the right people.

A network marketing business is based upon the leaders pulling people up, while a traditional corporate or government business is based upon only promoting a few and keeping the masses of employees content with a steady paycheck.

One of the most intriguing things in management and in business is the role of storytelling - people need the anecdotes to do the work that they do.

When we opened Disneyland, a lot of people got the impressions that it was a get-rich-quick thing, but they didn't realize that behind Disneyland was this great organization that I built here at the Studio, and they all got into it and we were doing it because we loved to do it.

The Greek people are entrepreneurial.

Through the years our business has been killing;-it was our first calling in life. Our knowledge of lif eis limited to death.

Model the behavior you wish more people would display. Lead first.

I try to get people to see what I have. . . . When you run a computer company, you have to get people to buy into your dreams.

Change your focus from making money to serving more people. Serving people makes the money come in.

When you’re in a startup, the first ten people will determine whether the company succeeds or not.

Our leadership [in Microsoft ] has that - "hey, we are the best in certain ways," and so we get the best people. That any kind of positive dynamic is quite good, so I love what's going on there, it's fun.

We are really pleased with our revenues but our goal isn't to make money. It sounds a little flippant, but it's the truth. Our goal and what makes us excited is to make great products. If we are successful people will like them and if we are operationally competent, we will make money.

It's a roll of the dice when you're a first time director so I prefer to work with people that know more than I do, but that happens less and less as you get older.

American business at this point is really about developing an idea, making it profitable, selling it while it's profitable and then getting out or diversifying. It's just about sucking everything up. My idea was: Enjoy baking, sell your bread, people like it, sell more. Keep the bakery going because you're making good food and people are happy.

If we [Microsoft Corporation] weren't still hiring great people and pushing ahead at full speed, it would be easy to fall behind and become a mediocre company. Fear should guide you, but it should be latent. I have some latent fear. I consider failure on a regular basis.

If you ask me to name the proudest distinction of Americans, I would choose . . . the fact that they were the people who created the phrase "to make money." No other language or nation had ever used these words before. . . . Americans were the first to understand that wealth has to be created.

Rich people believe 'I create my life.' Poor people believe 'Life happens to me.'

Have a vision. Communicate it clearly. Pick the right people and put them in the right jobs.

Rich people focus on what they want, while poor people focus on what they don't want.