Julia Hartz Quotes

For better or for worse, our company (The News Corporation Ltd.) is a reflection of my thinking, my character, my values.

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

I don't know if a company can have a soul, but I like to think it can.

Our culture is the foundation for our company.

I think culture is a big word for corporate character.

I think the company that has the clearest set of values is Amazon. That company knows what it is. It may be that it's not your cup of tea, but every single person at that company knows what the Amazon values are.

I don't think a true company - one that builds sustainable value - can ever only exist online or remotely.

I described the CEO job as knowing what to do and getting the company to do what you want. Designing a proper company culture will help you get your company to do what you want in certain important areas for a very long time.

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

There is something only a CEO uniquely can do, which is set that tone, which can then capture the soul of the collective.

Microsoft's culture is very strong.

About every other week, I sit down with all of our new Zynga hires and I talk to them for about 90 minutes, have an open Q&A. There is no formal presentation. I talk about our values, where they came from and why they are so important, and I ask them to challenge those values.

A new 'look' for any organization cannot be a papier-mache cover, tacked on with Scotch tape under the heading of 'beautification.' It has to be based on a probing examination of the company and the people who work for it. As a result, the eventual external visual design becomes the graphic extension of the internal realities of a company.

Just as two people can have similar personalities, two companies can have a remarkably similar approach to business.

Companies have centers of gravity. Where they are is part of their identity.

Defining, embedding, and living core beliefs set the stage for executives and employees to connect. Through actions that consistently convey who we are and how we act, executives can inspire employees to believe in the organization's values and buy in to its brand.

The Ford Motor Co. should stand for something more than cars and trucks. There is a Ford way of doing things that we cannot lose... We need to be continuously polishing that Ford oval.

I am a person who does not subscribe to the hero-CEO school of thought.

At Under Armour, we've created a very strong culture, a culture that first and foremost is built on people.

I think, in any workplace environment, the atmosphere trickles down from the top.

Companies that understand the purpose and philosophy behind the 'why' are usually astute, high-performing organizations that tap directly into the pulse of those they benefit the most.

If partnering with Facebook meant that we had to change our values, we wouldn't have done it.

It's not just hours and pay that are important anymore. People want to know what the company is like, what the culture is.

Company culture is my number one priority. It's more important than the team, the product, the business model, or the investors. All of those things can be fixed and made better over time. But culture has to be established on Day 1.

Turner Broadcasting went from a very entrepreneurial, risk-taking company where I had a tremendous amount of freedom and autonomy to a corporate, bureaucratic nightmare.