I could give a flying crap about the political process. We're an entertainment company.
There are multiple ways to be externally focused that are very successful. You can be customer-focused or competitor-focused. Some people are internally focused, and if they reach critical mass, they can tip the whole company.
Don't worry about the financials. Just focus on delivering great products.
Whatever the founder cares about, whatever the founders think are the key goals, that's going to be what the whole company focusses on.
I believe there's been a slippery slope of new companies that have formed in the name of on-demand services... that maybe aren't having as much of a focus as they should on the worker.
Forth & Towne was a great test of a promising concept and an illustration of the innovative risks you need to take in our business. We made the tough decision to close the brand and focus our efforts on stabilizing the existing businesses.
Our plate is full. We have a lot to do building our company organically and that is our key focus.
An important re-engineering principle is that companies should focus on their core competence and outsource everything else.
Not one of the good-to-great companies focused obsessively on growth.
I've been through a couple of mergers - they're not that fun. And it's easy to lose your focus on this grandiose mission you established for yourself as an independent company.
I have shifted my mindset in terms of how companies should... focus on building amazing products. If you have amazing products, the marketing of those products is trivial.
Alibaba is Alibaba. We are going to keep on, you know, having Alibaba as our core company in our family.
What we are doing is increasing our focus on cash flow, return on investment, and value creation.
As a company, we are not interested only in investments.
Be careful not to start a company that really belongs as a feature of another company, like the 25 Twitter URL shortener companies out there. Pick a real problem that's here to stay.
I think Fast Company has a tremendously smart focus and execution.
To be successful, you should concentrate on the world of companies, not arcane accounting mathematics.
As MBA professors endlessly tell their students, companies do best when they stick to what they do well. There's a reason Apple doesn't make blenders. There's a reason Haagen-Dazs doesn't sell meat. And there's a reason drug companies should focus on saving and improving lives - not jeopardizing them.
Oculus is actually more of a software company than it is a hardware company.
A small company like Nichia should do niche products.
The most common post YC failure case for the companies we fund, is they're incredibly focussed during YC on their company... and after they start doing a lot of other things. They advise companies, they go to conferences, whatever.
Revenue is not where the focus of the company is at. We are focused on pushing out cool products like our analytics.
To the extent that anyone anywhere does anything interesting, the question is: 'Why isn't Apple doing that; why is Apple behind in that?' We aren't the Everything Company. We take on a very small number of things that we do very well, and we find that pretty rewarding.
If we want, we can be profitable, but we are focusing on growth. We don't comment on profitability, but we do look at it internally. And many of our Ola cities are profitable. But our focus across all cities is growth.
Tech companies tend to do tech best.
