Hans Vestberg Quotes

If we don't take an approach that looks holistically at the form a video-game platform should take in the future, then we're not able to sustain Nintendo 10 years down the road.

In charting our course to the future, we are mindful of our path from the past.

I think Microsoft will have to change. I think that the business of Microsoft, the company of Microsoft, is going to continue to succeed. But I think the business model of Microsoft is going to have to change.

I've helped some of my classmates on how to strategize to get to the next level of their businesses. And it's interesting, because here I am sitting there from the entertainment industry and the fashion industry, and I'm giving a billionaire that has a business that's been in his family for 300 years - I'm giving him advice about strategy!

AOL has a great collection of brands, and the question is, 'Can they innovate and scale their business?' And those are very challenging things to do. But I think they are well positioned to grow.

You have to build businesses for longer term.

Any of our businesses will not exist in the form that is today, will not exist in the same form one year later, two years later... We have to worry about the disruptions in the business models and the practices.

Since I became CEO, 87 percent of the companies in the Fortune 500 are off the list. What that says is that companies that don't reinvent themselves will be left behind. I also think that's true of people. And I think it's true of countries.

Build a company that changes the way things get done!

The key thing is to invest in the future, and what that means is - when you're deploying technology or you're a technology business - is to make sure that you're keeping on the innovation cycle, where you're both creating and adopting the new business practices and the new techniques in order to drive your business the right way.

Unilever has been around for 100-plus years. We want to be around for several hundred more years.

Whether in services or in manufacturing, the trick is to stay ahead of the curve. I believe we should not wait to be disrupted - we should become disruptors ourselves.

Good startups usually take 10 years.

In the long term the most important question for a company is not what you are but what you are becoming.

Running a company on market research is like driving while looking in the rear view mirror.

All economic activity is by definition "high risk." And defending yesterday--that is, not innovating--is far more risky than making tomorrow.

Every success story is a tale of constant adaption, revision and change. A company that stands still will soon be forgotten. Trying to provoke positive change is a principle we've embedded across the Virgin family for more than four decades.

Now is the time to fix the next 10 years.

Any conversation I have about innovation starts with the ultimate goal.

I believe quite simply that the small company of the future will be as much a research organization as it is a manufacturing company.

Our philosophy is about reaching back to move forward. We have something different to say with a sensibility that is both old and new.

To be a real entrepreneur you always have to be looking forward. The moment you rest on your laurels is the moment your competition overtakes you.

Just remember, what the French say. No, probably not the French, they've got a president or something. The Brits, maybe, or the Swedes. You know what I mean?" "No, Matthew. What do they say?" "The king is dead, that's what they say. The king is dead. Long live the king.

Whatever business you are in, every company can shoot for the start in their own way.

I’m here to build something for the long-term. Anything else is a distraction.