Completing 6 Years In Company Quotes

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Such a study indicates that the greatest investment reward comes to those who by good luck or good sense find the occasional company that over the years can grow in sales and profits far more than industry as a whole. It further shows that when we believe we have found such a company we had better stick with it for a long period of time. It gives us a strong hint that such companies need not necessarily be young and small. Instead, regardless of size, what really counts is a management having both a determination to attain further important growth and an ability to bring its plans to completion.
Philip A. Fisher (Common Stocks and Uncommon Profits and Other Writings (Wiley Investment Classics Book 6))
Xerox’s venture capital division wanted to be part of the second round of Apple financing during the summer of 1979. Jobs made an offer: “I will let you invest a million dollars in Apple if you will open the kimono at PARC.” Xerox accepted. It agreed to show Apple its new technology and in return got to buy 100,000 shares at about $10 each. By the time Apple went public a year later, Xerox’s $1 million worth of shares were worth $17.6 million. But Apple got the better end of the bargain. Jobs and his colleagues went to see Xerox PARC’s technology in December 1979 and, when Jobs realized he hadn’t been shown enough, got an even fuller demonstration a few days later. Larry Tesler was one of the Xerox scientists called upon to do the briefings, and he was thrilled to show off the work that his bosses back east had never seemed to appreciate. But the other briefer, Adele Goldberg, was appalled that her company seemed willing to give away its crown jewels. “It was incredibly stupid, completely nuts, and I fought to prevent giving Jobs much of anything,” she recalled.
Walter Isaacson (Steve Jobs)
The twelve management principles of IBM are: Principle #1 - The purpose and mission should be set clearly. Additionally noble and fair objective should be set. Principle #2 – Goals should be specific and when the targets are set, employees should be notified. Principle #3 – Your heart should always be full with strong and persistent passionate desire. Principle #4 – You should be the one who strives for the most. The tasks that you set should be reasonable, and you should work hard on completion. Principle #5 – Costs should be minimized and profit should be maximized. The profit should not be chased but the inflows and the outflows should be controlled. Principle #6 – Top management should be the one to set pricing strategy. They need to find the perfect balance between profitability and happy customers. Principle #7 – The business management requires strong will. Principle #8 - The manager should have corresponding mentality. Principle #9 – Every challenge should be faced with courage. Each challenge should be resolved in fair way. Principle #10 – Creativity should always be present. New stop to innovate and improve, otherwise you will not be able to compete in today’s tough world. Principle #11 – Never forget to be a human. You need to be kind, fair and sincere. Principle #12 – Never lose your hope. Be positive, happy, cheerful and keep your hopes alive. Deciding which way you want your company to go is essential for ensuring success. You can follow IBM’s example, or adapt these principles to fit your situation. I always recommend that you ensure that every employee knows your principles. Employees will feel more confident, secure and motivated if they start working in a company that knows what it wants, where it will be in 10 years, what should be done in order to reach the specific/or set goals, etc. Once you have your principles it is important that you follow them as well. Leading from the front is the best way to inspire those around you.
Luke Williams (The Principles of Management: How to Inspire Your Way to the Top (The Leadership Principles Book 1))
I’ve always yearned to be a black man, to have a black man’s soul, a black man's laughter. You know why? Because I thought you were diflFerent from us. Yes, I thought you were something special, something difiFerent on this sad earth of ours. I wanted to escape with you from the white man’s hollow materialism, from his lack of faith, his humble and frustrated sexuality, from his lack of joy, of laughter, of magic, of faith in the richness of after-life. encouragement and signs of gratitude or recognition have been very few, if any, along my road. If humanity can be compared to a tribe, then you may say I’m completely de-tribalized. You love Negroes out of sheer misanthropy, because you think they aren’t really men. in the end all human faces look alike with nothing bright or hopeful around me, except those distant stars— and even there, let’s be frank: it’s only their distance that gives them that purity and beauty ideals don't die— obliged to live on shit sometimes, but don’t die! the company a great cause always keeps: men of good will and those who exploit them your skin, you know, is worth no more than the elephants’ hide. In Gennany, at Belsen, during the war, it seems we used to make lampshades out of human skin— for your information. And don’t forget, Monsieur Saint- Denis, that we Germans have always been forerunners in everything ‘Women,’ I concluded rather bitterly, ‘have at their command certain means of persuasion which the best- organized police forces do not possess.’ The number of animals who lived in cruel suffering, sometimes for years, with bullets in their bodies, wounds growing deeper and deeper, gangrenous and swarming with ticks and flies, could not be estimated to change species, to come over to the elephants and live in the wilds among honest animals Always cheerful, with the cheerfulness of a man who has gone deep down into things and come back reassured. No one knew the desert better than Scholscher, who had spent so many nights alone there on the starlit dunes, and no one understood better than he did that need for protection which sometimes grips men’s hearts and drives them to give a dog the affection they dream so desperately of receiving themselves. by ‘defending the splendors of nature . . .’ He meant liberty.” Islam calls that ’the roots of heaven.’ and to the Mexican Indians it is of life’— the thing that makes both of them fall on their knees and raise their eyes and beat their tormented breasts. A need for protection and company, from which obstinate people like Morel try to escape by means of petitions, fighting committees, by trying to take the protection of species in their own hands. Our needs- for justice, for freedom and dignity— are roots of heaven that are deeply imbedded in our hearts, but of heaven itself men know nothing but the gripping roots ...” . . . And that girl sitting there in front of him with her legs crossed, with her nylon stockings and cigarette and that silent gaze, in which could be read that stubborn need, not so different from what Morel had seen in the eyes of the stray dogs at the pound. but not even all that was comic and childish about him could deprive him of the dignity conferred upon him by his love for his Maker. that human mass whose physical strength was nothing compared to the faith and spirit that dwelt in him. Three quarters of the Oul6 traditions and magic rites had to do with war or hunting while it's easy to suppress a magic tradition it's difficult to fill up the strange voids which it leaves in what you call the primitive psychology and what I call the human soul The roots of heaven are forever planted in their hearts, yet of heaven itself they seem to know nothing but the gripping roots It must be very consoling to take refuge in cynicism and to try and drown your own remorse in a consoling vision of universal swinishness, and you can always
Romain Gary
June Brought, a leadership collaborator of mine, works in corporate wellness for the successful women’s clothing company Eileen Fisher. The company has flourished since its founding in 1984, currently earning revenue of more than $300 million a year. What truly sets the company apart, however, is its early adoption of conscious capitalism and a sincere desire to enhance the lives of all its stakeholders. Eileen Fisher was one of the first clothing companies that insisted on using sustainable materials such as organic cotton, and implemented programs to reduce fabric and fiber waste. Eileen Fisher’s philanthropic efforts focus on business leadership grants to develop and benefit the careers of young women around the world. The company is also committed to enhancing the well-being of its own employees at every level, which is why June was hired. According to June, “Eileen Fisher is not just another company that claims to care about the well-being of its employees but really only cares about how they can contribute to the well-being of the bottom line. Eileen Fisher truly is concerned with its staff as human beings first.” One of the tools June uses to help individuals at Eileen Fisher and elsewhere find a healthy balance between life and work involves what she calls “completing your own circuit.” She believes it is essential that we plug into our own beings first in order to feel empowered, fulfilled, and complete. As June explains, when we outsource our power to a job, a romantic relationship, or any external condition, “we compromise our emotional welfare and risk having someone cut off our power.” She says that completing our own circuit involves a deep internal knowing that “we are fully charged and complete unto ourselves without any need for outside support or validation.
Andrea Kayne (Kicking Ass in a Corset: Jane Austen’s 6 Principles for Living and Leading from the Inside Out)
Ernest Eguasa graduated from the University of Benin with an accounting degree before continuing his education at Lagos Business School, completing their Senior Management Program. He holds multiple financial certificates as well. Mr. Eguasa has over 12 years of experience in financial management and specializes in e-commerce and e-payments for retail and pharmaceutical companies. He is a Green Belt in Lean6Sigma and the CFO for HealthPlus Limited.
Ernest Eguasa
In his 1920 report, Ivar was arguing that the syndicate should abandon the traditional approach to book value. His reasoning was persuasive: if you know land is now worth 15,000 dollars, why would you continue to record its value at 10,000 dollars? The same was true of other investments. If the actual value of an investment increased, why shouldn’t the recorded value of that investment also increase? Thus, as Ivar argued, it was “completely justifiable to increase the book values.” He was simply marking those values to market. For example, the syndicate had purchased shares of one company for just over 4.4 million kronor. Ivar argued that those shares had increased in value to 6.8 million kronor. Why show the investment as worth just 4.4 million, when everyone knew it was worth 50 percent more? Ivar didn’t wait for Rydbeck or the syndicate members to endorse his “mark to market” reasoning. Instead, he simply increased the recorded, or “marked,” value of these shares to reflect the gains. A year later, he again increased the marked value of the same investment to 11.4 million kronor.9 Once more, he argued, the value of the investment had gone up, so the financial statements should show that.
Frank Partnoy (The Match King: Ivar Kreuger and the Financial Scandal of the Century)
David Christian, who, in March 2011, narrated the complete history of the universe for a TED audience and took all of 18 minutes to do it (17 minutes and 40 seconds, to be exact). Christian told me that he teaches a world-history course that examines the entire history of the universe—from the Big Bang 13 billion years ago to today. The Big History course is offered by The Teaching Company in a series of 48 half-hour lectures. Christian’s deep understanding of the subject helped him condense the content into just the right amount of time to grab the audience’s attention and inspire them to take better care of our fragile planet. “I’ve been teaching Big History now for over 20 years, so I have a pretty good feel for the story and that means I can tell it in many different versions,”6 Christian told me. E. F. Schumacher, economist and author of Small Is Beautiful, once said, “Any intelligent fool can make things bigger, more complex. It takes a touch of genius and a lot of courage to move in the opposite direction.” Courage is the key word. It takes courage to keep things simple. It takes courage to put one picture on a PowerPoint slide instead of filling it with tiny text that most people in the audience won’t even be able to read. It takes courage to reduce the number of the slides in a presentation. It takes courage to speak for 18 minutes instead of rambling on for much longer. Leonardo da Vinci once said, “Simplicity is the ultimate sophistication.” Be sophisticated. Keep your presentations and pitches short and simple.
Carmine Gallo (Talk Like TED: The 9 Public-Speaking Secrets of the World's Top Minds)
By 1750, the British East India Company had taken control of several opium-growing regions of India, and by the 1790s had developed a monopoly on the opium trade. China’s new emperor, Kia King, then banned opium completely. This failed to stop the British East India Company from increasing their smuggling and sale of opium in China, which grew from 15 tons a year in the earlier 1700s to 3,200 tons a year by 1850.6 American University Professor Clarence Lusane argued that once Britain had developed its empire, it used opium as an important new political tool for conquest. The British, he wrote, used opium to help addict and control the Chinese people en masse, increasing British profits in China and
John L. Potash (Drugs as Weapons Against Us: The CIA's Murderous Targeting of SDS, Panthers, Hendrix, Lennon, Cobain, Tupac, and Other Activists)
Thufir Hawat, his father’s Master of Assassins, had explained it: their mortal enemies, the Harkonnens, had been on Arrakis eighty years, holding the planet in quasi-fief under a CHOAM Company contract to mine the geriatric spice, melange. Now the Harkonnens were leaving to be replaced by the House of Atreides in fief-complete—an apparent victory for the Duke Leto. Yet, Hawat had said, this appearance contained the deadliest peril, for the Duke Leto was popular among the Great Houses of the Landsraad. “A popular man arouses the jealousy of the powerful,” Hawat had said. Arrakis—Dune—Desert Planet.
Frank Herbert (Frank Herbert's Dune Saga Collection: Books 1 - 6)