Sony Ceo Quotes

When Musk took delivery of his F1, CNN was there to cover it. “Just three years ago I was showering at the Y and sleeping on the office floor,” he told the camera sheepishly, “and now obviously, I’ve got a million-dollar car… it’s just a moment in my life.” While other McLaren F1 owners around the world—the sultan of Brunei, Wyclef Jean, and Jay Leno, among others—could comfortably afford it, Musk’s purchase had put a sizable dent in his bank account. And unlike other owners, Musk drove the car to work—and declined to insure it. As Musk drove Thiel up Sand Hill Road in the F1, the car was the subject of their chat. “It was like this Hitchcock movie,” Thiel remembered, “where we’re talking about the car for fifteen minutes. We’re supposed to be preparing for the meeting—and we’re talking about the car.” During their ride, Thiel looked at Musk and reportedly asked, “So, what can this thing do?” “Watch this,” Musk replied, flooring the accelerator and simultaneously initiating a lane change on Sand Hill Road. In retrospect, Musk admitted that he was outmatched by the F1. “I didn’t really know how to drive the car,” he recalled. “There’s no stability systems. No traction control. And the car gets so much power that you can break the wheels free at even fifty miles an hour.” Thiel recalls the car in front of them coming fast into view—then Musk swerving to avoid it. The McLaren hit an embankment, was tossed into the air—“like a discus,” Musk remembered——then slammed violently into the ground. “The people that saw it happen thought we were going to die,” he recalled. Thiel had not worn a seat belt, but astonishingly, neither he nor Musk were hurt. Musk’s “work of art” had not fared as well, having now taken a distinctly cubist turn. Post-near-death experience, Thiel dusted himself off on the side of the road and hitchhiked to the Sequoia offices, where he was joined by Musk a short while later. X.com’s CEO, Bill Harris, was also waiting at the Sequoia office, and he recalled that both Thiel and Musk were late but offered no explanation for their delay. “They never told me,” Harris said. “We just had the meeting.” Reflecting on it, Musk found humor in the experience: “I think it’s safe to say Peter wouldn’t be driving with me again.” Thiel wrung some levity out of the moment, too. “I’d achieved lift-off with Elon,” he joked, “but not in a rocket.

Great companies [inevitably] develop a rowboat mentality,” says Sir Howard Stringer, chairman and CEO of Sony. They are “always looking behind to past successes” with awe and admiration as they row into the future.

The number of movies released shrank too, from twenty-two in 2011 to just thirteen in 2015. And annual development spending, the R&D of the movie industry, fell dramatically, from $127 million in fiscal 2010 to $71 million in 2015. Pascal even had to let go of her longtime assistant, Mark Seed. He made her life run so magically that she nicknamed him “Mark Poppins,” but he made more than $250,000 per year. Pascal had less to work with and at the same time, Sony Corporation demanded more from her, as it responded to pressure from Loeb and the struggles of its electronics business. One result was growing tension between Pascal and Lynton, who in 2012 had been promoted to CEO of Sony Entertainment, putting him in charge of the company’s music businesses and officially making him Pascal’s boss, not her partner. Their relationship grew less familial, and he privately admonished her about the company’s faltering financial situation. “Why is everyone freaking out[?]” she asked, when the Hollywood Reporter revealed her assistant’s eye-popping salary. “Because we said no cost is too small,” responded Lynton. “An assistant paid that amount suggests a lack of controls. We claim to have those controls.

When Jeremy Liew and Lightspeed had invested just a few weeks prior, Liew had included terms giving Lightspeed the right of first refusal to invest in Snapchat’s next round of funding, as well as rights to take 50 percent of the next round. Essentially, Lightspeed controlled Snapchat’s next round of funding and made Snapchat unattractive to other investors, who would want to take a larger stake in the Series A round. Evan was furious. He felt betrayed and taken advantage of. Liew had told him these terms were standard. Evan would warn other students about this betrayal for years to come, as he did in a keynote address at a Stanford Women in Business conference in 2013: One of my biggest mistakes as an entrepreneur involved a term sheet. This particular term sheet was our first. And when we talked to the venture capitalists, and we talked to our lawyers, they took refuge in the notion of Standard. When I asked a question because I didn’t understand something, I was reassured that the term was standard, and therefore agreeable. I forgot that the idea of STANDARD is a construct. It simply does not exist. So rather than attempt to further understand the document, I accepted it. It wasn’t until a bit later, when the company had grown and we needed more capital—that I realized I had made a very expensive mistake. He also warned in a 2015 talk at the University of Southern California, “If you hear the words ‘standard terms,’ then figure out actually what the terms are, because they are probably not standard and the person explaining [them] to you probably doesn’t know how they work.” Teo and General Catalyst put Evan in touch with lawyers who would help him escape the blocking structure with a new round of funding. Evan struck a deal with Jeremy Liew to sell Lightspeed a limited number of Snapchat shares at a discount in exchange for removing the onerous terms. Feeling stung by Silicon Valley venture capitalists, Evan then put the deal with General Catalyst on hold and put together a group of angel investors from Los Angeles, including his father, John Spiegel, and the CEO of Sony Entertainment, Michael Lynton.

Incoming call: Adam Reynolds. I let those words fill my vision for a moment. Not because I intend to make him wait; it’s simply that for a second I freeze. Blake’s dad is a wolf, and I feel very much like the rabbit. The last time Adam and I talked, it didn’t turn out particularly well. But right now, the CEO of Cyclone—and the man who, incidentally, still thinks I’m dating his son—is calling me. What can I do? I hit accept. He appears on the screen: messy pepper-gray hair and beard scruff in need of a shave. His gaze fixes on mine. “Tina.” His voice is just a little hoarse. He clears his throat and sniffs. “Is Blake there?” “No.” “Good.” He frowns. “Look. Blake’s a little distant right now. Is something going on with him?” Something is obviously going on between them, but even I can’t tell what it is, and I suspect I know about as much as anyone on the planet except these two. I shake my head. “I’m not talking to you about Blake.” “Yeah.” He blows out a breath. “Probably just as well that you’re loyal to him. I just…” He pauses, tapping his fingers against his cheek. “It’s not that,” I interject. “It’s just that you’re an…” I choke back the word I’d been planning to put in that blank. Last time was bad enough. “You’re a little intense,” I finish. For a moment, he stares at me. Then, ever so slowly, he smiles. “Don’t start holding out on me now. I’m an asshole.” My surprise must show, because he shrugs a shoulder. “I’ve never claimed otherwise.” I suspect this is as close as Adam Reynolds will ever come to apologizing for his behavior in that restaurant. “Blake thinks you’re not an asshole.” “Blake,” Mr. Reynolds says with a roll of his eyes, “is a ridiculously good kid. There’s a reason I’m a little protective of him. I’m always afraid people will take advantage.” I don’t say anything. A little protective is what he is? Despite my silence, he sighs and waves his hand. “Good point,” he mutters in response to the thing I didn’t say. “It hasn’t happened yet, and God knows if he were as naïve as I really feared, it would have by now. Of all the women he could have had, he did choose you.” I think this is intended as a compliment. “Still,” his dad continues. “I worry. Is everything okay with him?” I have the distinct impression that even though Blake has never said so, most of his problems lie with this man. Somehow. Some way. “This is a conversation you should have with Blake.” He puts his fingers to the bridge of his nose. “Fuck.” He doesn’t move for a few moments. And then—of all things—he sniffles. Unconvincingly. “Mr. Reynolds, are you fake crying to try to get my sympathy?” The hand lowers. He glowers at me—obviously dry-eyed. “Fuck me,” he says. “First, call me Adam. Mr. Reynolds makes me sound like some bullshit old fart. Second, I don’t fucking cry. I especially don’t fake cry. Emotional manipulation is for morons who don’t have the strength of will to get people on their side with reason. I have a cold.” “Aw. Poor baby. You should get some rest.” I incline my head toward him, and then widen my eyes. “Oh, wait. I forgot. You can’t.” He shakes his head, but he’s smiling. “Yeah, yeah. My kid has good taste. I’m fucking things up for you. I hope it won’t be too much of a disturbance.” “You know.” I swallow. “I think Blake gave you the wrong impression about us.” “What, that he’s into you more than you’re into him? I got that from him.” I swallow. “That you need to be convinced? That he’s going to end up convincing you, no matter what you’re telling yourself right now? I let out a breath. “Exactly.” Adam points a finger at me. “That’s what I thought. My money’s on my boy. But hey, don’t tell me what’s going on. Who needs details? Surely not his own father. I’m not invasive.” “Right. Calling me in the middle of the night when Blake’s not around isn’t invasive at all.

Up the street at X.com, CEO Bill Harris wasn’t resting easy. “We were both the same size, growing at the same speed,” Harris remembered. “We would have destroyed ourselves competing.” He saw the writing on the wall: two payment networks catering to the same market couldn’t achieve scale simultaneously. “True networks are a naturally monopolistic business,” Harris explained

To deepen alignment across specialties, the Apple organizational structure was very different from that of most other firms. There were no product divisions that were their own profit centers. “We run one P&L for the company,” said operations head Tim Cook (who became CEO after Jobs’s death).8 Thus, divisions did not compete against each other for customers or worry about "cannibalization.” This proved a huge competitive advantage when Apple introduced the iPod and iTunes. Rival Sony, rich in assets that could have given Apple a run for its money, was undermined by their organization structure, which was divided into profit centers that drove focus on product lines but hampered collaboration across these lines. Sony’s music division and their consumer electronics division were never able to successfully join forces to compete against Apple. Conversely, at Apple, all departments could celebrate a sale, whether a consumer chose to download music through their iPod or iPhone, or send emails using an iPad or MacBook.