Company Growth Quotes

Great companies are built on great products.

Overhead will eat you alive if not constantly viewed as a parasite to be exterminated. Never mind the bleating of those you employ. Hold out until mutiny is imminent before employing even a single additional member of staff. More startups are wrecked by overstaffing than by any other cause, bar failure to monitor cash flow.

I think most of the dramatic new ideas come from little companies that then grow big.

Saudi Arabia has proved to be the growth engine for Wipro.

I have used the laws of this country just like the greatest people that you read about every day in business have used the laws of this country, the chapter laws, to do a great job for my company, for myself, for my employees, for my family, et cetera.

VC firms are... responsible for the full life cycle of a company: they find it, help it grow, open up a Rolodex, and sell it.

Learn from the past, but don't live there. Build on what you know so that you don't repeat mistakes. Resolve to learn something new every day. Because every 24 hours, you have the opportunity to have the best day of your company's life.

As a company gets big, the information that informs decision-making gets massive. Depending upon the prism through which you view the business, your perspective will vary. If two people are in charge, this variance will cause conflict and delay.

I've had a terrific life, from building one company to be the second largest company in the securities industry and merging that into American Express, and becoming president of that company.

When a company is facing a problem, it always takes a stance and takes a decision, but at the same time it wants to make sure of what it can learn from it, what enhancements it can make.

In the private sector, as the president of a small business, my focus has been on driving the growth of our business, not driving any partisan political agenda.

Being an iconic food company can be both a blessing and a curse. It can be a curse if, amidst change, you maintain the status quo. It is a blessing if you leverage the change coupled with capability to seize new opportunities.

When Thomas and John Knoll launched Photoshop 1.0 in 1990, the software couldn't even handle color images. But their offerings got the startup noticed by Apple and Adobe, both of whom became key to the fledgling company's later success.

We tried to avoid, you know, records. We were told over and over that was probably the most serious mistake and the reason was the system would never catch on, because we didn't have records.

Founders should think of their company as a product and build it and shape it with the same passion and care.

Companies that are willing to share, to withhold in order to further the growth of the company, willing to try to get a better atmosphere through a demonstration of democratic principles, fairness and cooperation, a better product, those will win in the end.

Well Ice H20 is my company that I plan to take to the next level with new artists, books, movies and so forth. It's more like a multimedia brand that I want to take to the next level and put some talented people on.

Amazon thrived because it implemented the online bookstore idea better than any of its early rivals did, not because it was the only company to have the idea or the first company to have the idea. It continues to grow only because it keeps trying to improve on the details of the idea and the way it puts it into practise.

When you're in a start-up, the first ten people will determine whether the company succeeds or not. Each is 10 percent of the company. So why wouldn't you take as much time as necessary to find all the A players? If three were not so great, why would you want a company where 30 percent of your people are not so great? A small company depends on great people much more than a big company does.

I hate it when people call themselves 'entrepreneurs' when what they're really trying to do is launch a startup and then sell of go public, so they can cash in and move on. They're unwilling to do the work it takes to build a real company, which is the hardest work in business.

I'm the ninth CEO of IBM. Every one of my predecessors has steered through a technological shift, and every one left the company in a better position than the person before them and prepared this company with a very strong balance sheet to allow it to continue to invest for the next shift.

Hotmail grew its base faster than any company I can think of.

We had grown too fast at PayPal. Our operating expenses had grown too fast... Growth covers a lot of sin. We want to grow without sin.

I definitely think what drives technology companies is the people; because in a technology company it's always about what are you going to do next.