Tobias Lutke Quotes

Google has been amazing at acqui-hiring, buying small companies for the engineers. I think in the competitive market of Silicon Valley, it's really a good way to do it. Big acquisitions often don't work out.

When we began Starbucks, what I wanted to try to do was to create a set of values, guiding principles, and culture.

I've been asked a number of times what was my proudest accomplishment when I was still very active in the day-to-day affairs of Southwest Airlines. I always said job security for our people.

It's not just hours and pay that are important anymore. People want to know what the company is like, what the culture is.

When I bought companies, it was done on trust, on a one-on-one basis, and with the intention of taking care of employees. Today, it's about who can bid the highest. There's no personal interest. It's a different world and one that an entrepreneur like me doesn't like much.

I come from the operations side of the business, and I buy companies to operate them, not to flip them.

A company is only as good as the people it keeps.

There has never been a time when a career in the Penney Company was not a challenge that brought out the best in a man.

I don't think there's anything wrong with being paternalistic as a company.

I buy companies for strategic reasons and operate them.

Our company has to be a company that enables its people.

I hadn't really worked in an office before Shutterstock, so I didn't have the experience of building a culture, nor did I understand how important that is for attracting and retaining the best talent.

A business is good if it gives a decent day's reward for a decent day's work, treats people decently, and gives them a voice at the top.

Big companies such as Google and Facebook buy startups at ridiculously high prices - not for their products, but for their people.

Sustainability includes how you run your business, and my bottom line includes how you treat your people. Sustainability starts with your staff.

We need to invest in a way that makes sure we've got the workforce we need in the future.

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.

In talking to founder after founder; I've heard almost visceral reactions to working for companies, even very cool ones with great things to work on and lots of opportunity, like Facebook, Google, or consulting firms.

I never look at an acquisition really by size.

We need better corporate environments. We need better workplaces everywhere.

If you look at the history of our company, we don't do a lot of acquisition. The reason is, we need to see that people are culturally and philosophically aligned with the way that we approach the business.

Peapod is a great company to work with.

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

We continue to see acquisitions as an opportunity area for us. It's one of the tools that we use to grow.

People say values are expensive, but I say they create economic value.