Any company has got to reinvent itself again and again.
I don't think Yahoo can be Facebook tomorrow, and don't think Yahoo wants to be Facebook.
I do feel really determined, and that I have to pull myself together, but I don't really think like, my market has changed and my company has changed, and I'm going to make it BIG in America!
By the dawn of the millennium, the hallways at Microsoft were no longer home to barefoot programmers in Hawaiian shirts working through nights and weekends toward a common goal of excellence; instead, life behind the thick corporate walls had become staid and brutish.
The company-as-a-machine model fits how people think about and operate conventional companies. And, of course, it fits how people think about changing conventional companies: You have a broken company, and you need to change it, to fix it.
'The Daily Beast' and Howard Kurtz have parted company.
We are reinventing ourselves as a company. Compaq is taking ownership of its customer relationships and accountability of our customer's needs.
I've surprised myself and made another career change. I had a great time at Google, met lots of interesting people, but I met some folks outside doing something completely outrageous, and after much anguish decided to leave Google.
No one is doing something in your business - getting a sale, having a key customer, working on an R&D project - doing anything that's more important than something you say is going to change the company.
The transformation of Apple is probably the biggest tech story of the last 15 years.
Like any startup in hyper-growth mode, growth often brings change, and with it, evolution in the executive team.
My most radical shift was leaving Intel and joining Google, a small startup at the time, even though I was pregnant.
