Garrett Camp Quotes

There are companies with management and companies with money. You can always find money. Management is the key to success in any business.

Business 2.0 was hugely profitable last year, and will be profitable this year.

Businesswise, everything's been good.

To be successful in business, you have to be ruthless.

When companies are successful or not successful, they almost immediately jump to the wrong conclusions about how they got there or why they got there.

I didn't generate my success by being a prognosticator. I developed my reputation building our businesses by building great businesses and making them more efficient.

People follow proven formulas in any business.

We can learn from IBM's successful history that you don't have to have the best product to become number one. You don't even have to have a good product.

Unlike Marvel, we are not setting up redundant organizations for expertise that exists. We will track all DC properties to measure financial success.

I brought one big question with me to Harvard. Why do smart companies fail?

Eighty percent of the cases used in the typical MBA program are about successful companies. Students graduate with this notion that 'If I do everything that the people in those cases did, then my organization will grow and be successful, too.'

If guys try to make a bigger company for the sake of size, they don't create value in most cases.

A well-managed business will have a high return on invested capital. But that's a consequence. It's not a way to manage a business.

People must be realistic when evaluating their business.

As they grow, companies saturate their markets, become more complex and difficult to manage, and face larger and more entrenched competitors.

I've been looking at companies that are on a positive path vs. a negative path and I've come to use the language of sports, winning streaks and losing streaks.

I think it's natural for any manager to want to grow his business. The question is at what rate, and in what direction, and in what format?

The hype that accompanied the promotion of successive strategic fashions exaggerated the importance of the enlightened manager and played down the importance of chance and circumstance in explaining success.

Sometimes, for businesses, competition can be inconvenient, because competition means that the race is never over, the game is never won. No matter how well you were doing in the past, there's always someone who are out there wanting to take your place. So the temptation to avoid competition is powerful. It's rooted in motives as old as Adam and Eve: in greed for yet more money, in fear of losing your position in the market and all the benefits it brings.

The swamp is a business model. It's a successful business model.

It is the performance of the business that matters. It is hard enough to figure out the future of the business. Do not try to figure out the future of the country or the world; focus on the business.

Our focus is to see that we are growing faster than the industry and, whichever product we launch, we do better than competition. We try and manage our operations better than competition. Essentially, we try to be better than what we were the previous year.

I come back to the same thing: We've got the greatest pipeline in the company's history in the next 12 months, and we've had the most amazing financial results possible over the last five years, and we're predicting being back at double-digit revenue growth in fiscal year '06.

If you put on your business hat, you can't maintain competitiveness by staying at a competitive disadvantage. I mean, you just can't. The odds are just not in your favor.

As long as our quality and company continue to get better, by nature, we will get bigger.