Saul Bass Quotes

When we opened Babbo, we were an indie band. Now we're kinda Apple. We have 19 restaurants and 2,800 employees, we are no longer perceived as the indie band although we think of ourselves as the indie band, and we operate our restaurants as individual indie bands.

Startups need to focus on building a foundation for their company culture early, and then they need to revisit it often. Every time a hire is made, a feature is launched, a Facebook status is updated, a press interview is given, a round of financing is raised, or a meeting is held, culture should be part of the decision-making process.

As we continue to grow, the question is, how do you keep the company as innovative as it was 15 employees ago?

Companies have to be innovative in leading with values the same way they have to be innovative in their products and services.

Our culture is the foundation for our company.

I live, breathe, and die by what kind of company we're creating.

The people inside the company are the people who define GE, not the people outside the company.

I think companies psych themselves out and say, 'Now that we're public, we've got to get all stuffy. We've got to be a certain way,' and the entrepreneurial spirit dies. What you got to keep alive is the intimacy, the energy, this crazed sense of purpose.

When a culture is broken, the cracks show - morale is weakened, but so is profit and performance. That's why culture has to be at the core of any business transformation.

I love being part of a company, and telling a story.

Many corporate leaders and employees have the right intentions, but it can be overwhelming when you consider how everything is affected from leadership styles, to organizational structure, to employee engagement, to customer service an marketplace.

It seems like those of us who run a business can't go five minutes without encountering the term "company culture." The phrase is always uttered with extreme adoration, yet the very concept seems as nebulous as it is elusive.

The advantage of working for a corporation is that it has only one message, because a product or a service doesn't speak; it's just there, and you can advertise it.

If you look at any of the big companies, whether it is IBM or L'Oreal, they have a corporate religion and corporate self-image that makes it very difficult for them to execute in different areas.

Turning a culture around is very difficult to do because it's based on a series of many, many decisions, and the organization is framed by those decisions.

The challenge is the culture. You have to have a vision for the BBC-it can't merely be that it's big and has a place in the market.

We want to move along and make sure, both internally and externally, that people realize how the company is being run, and it's being run by a group of people now, not just me.

Most leadership strategies are doomed to failure from the outset. As people have been noting for years, the majority of strategic initiatives that are driven from the top are marginally effective - at best.

Chick-fil-A is what it is today because of its people, purpose and product.

When we began Starbucks, what I wanted to try to do was to create a set of values, guiding principles, and culture.

Any good business is a hobby. We have an integrated company culture, and I can honestly say that many people who come here to work make Yandex a central part of their lives.

The world is full of CEOs that think that just because they write a memo or they write a letter inside an annual report or they give a little video speech that gets sent around the company, they think that's what's really going to affect employees.

Culture is what happens when the CEO isn't in the room.

The culture is what creates the foundation for all future innovation. If you break the culture, you break the machine that creates your products.

Microsoft's culture is very strong.