Corporate Growth Quotes

Berkshire's past record has been almost ridiculous. If Berkshirehad used even half the leverage of, say, Rupert Murdoch, it would be five times its current size.

We're certainly not in position to expand into the East. We've been very candid and up front that if, in fact, we go through an expansion process, the world will know about it.

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.

Large companies are not going to disappear. Multinational companies with tens of thousands of employees are not going to disappear. In fact, many of them are getting larger because they can benefit from economies of scale.

Towards the end of 2005, Ineos acquired Innovene, the petrochemicals arm of BP, for $9 billion. It quadrupled the size of Ineos overnight and brought with it some of the world's largest industrial sites.

When companies get big, they slow down. They're not as exciting. If you want to get something done, it takes a lot of time and a lot of meetings.

MindTree has grown into a strong company and has a great leadership team at its helm which can continue to propel the company in the future.

Evolving our culture to operate and think differently is no small task. We are challenging our employees to be the best of both small and big companies - they should operate with the soul and spirit of a startup, while leveraging the scale, resources and capabilities of Campbell - with the goal of ultimately becoming the biggest small company.

Ultimately, growth is essential for increasing a company's value.

M&A is always an opportunistic tool to grow a company.

Once you go from 10 people to 100, you already don't know who everyone is. So at that stage you might as well keep growing, to get the advantages of scale.

Corporate organization in American business and commerce was already well under way by the time Abraham Lincoln became president. But all the evidence from his pre-war lawyering days is that he had little objection to the rise of corporations. As a state legislator, he had strongly favored the creation of an Illinois state bank, as well as sponsoring the chartering of public/private corporations like the Illinois Central Railroad.

Every time we've moved ahead in IBM, it was because someone was willing to take a chance, put his head on the block, and try something new.

My work with Combate Americas, in particular, has been incredible because the company keeps growing at an incredible rate.

I hope to buy brands and businesses globally.

I think it's extremely important to think of your company as a series of chapters.

Today, the biggest bottleneck to the growth of a corporation is availability of good talent.

The Godrej group is expanding rapidly. However, we are not diversifying much.

What Microsoft is really good at is endlessly iterating and revving - incrementally improving things that already exist - and those things that already exist are generally acquired from the outside.

Wal-Mart does not do big mergers, though it will buy much smaller competitors in so-called 'tuck-in acquisitions.'

Many brands have lost their way in the process of evolving from a small company to a much bigger corporation.

The next thing is: we can make IBM even better. We brought IBM back but we're gunning for leadership.

In less than a year Revolution has gone from being a concept to a reality, with three rapidly growing sector companies, overseeing a dozen acquired firms that collectively employ more than 2,500 people. But we're just scratching the surface in terms of the potential to build Revolution into a new kind of company that gives consumers more choice, control and convenience in the important aspects of their lives.

I built a net worth of more than $10 billion. I have a great, great company. I employ thousands of people. And I'm very proud of the job I did.

Business development is a part of M&A - we identify signals in the market, whether its trends or disruptive technology, and bring them back and address the opportunities. I have three levers I can pull - partnerships, acquisitions, or investments.