Larry Ellison Quotes

We continue to see acquisitions as an opportunity area for us. It's one of the tools that we use to grow.

Companies that grow for the sake of growth or that expand into areas outside their core business strategy often stumble. On the other hand, companies that build scale for the benefit of their customers and shareholders more often succeed over time.

In our experience, what we have found is the rare commodity is a good management team. And good management teams manage through good and bad cycles and manage to grow their business over a long period of time.

Mergers and acquisitions, we are always looking for that.

Scale will get you strategy.

There are black companies that are very active in the economy, that are growing and not on the basis of mergers and acquisitions, but because of putting new money into their particular companies and, therefore, their particular sectors. Indeed, if they didn't do that, they would collapse as companies.

You can invest to create the new growth business while the core business is still growing, because new business units don't need to get big fast. But when the core business stops growing, investing to create new growth businesses becomes impossible.

We continue to look at accretive and synergistic acquisitions both in the domestic as well as international markets. Our emphasis, thus, will be on strategic acquisitions, and we will not be doing it just for the sake of making our name bigger.

Joint-stock companies are yet in their infancy, and incorporated capital, instead of being a thing which can be overturned, is a thing which is becoming more and more indispensable.

Trouble results when the speed of growth exceeds the speed of nurturing human resources. To use the analogy of growth rings in a tree, when unusually rapid growth caused the rings to grow abnormally thick, the tree trunk weakens and is easily broken.

Growing is an important part of the business, but more important than that is to get better.

We really wake up every day trying to build businesses. That is the goal of private equity. It's a misnomer out there that private equity profits by shrinking companies. In fact, it's just the opposite. Private equity creates value by growing great companies.

You have to maintain the balance between fast growth and smooth growth. It's like driving a car and knowing when to balance the gas pedal and the brake.

When you are buying companies, everyone in the company feels very good. Their chests are puffed out. At Blackstone, I used to tell people that there is nothing more fun than buying a company with somebody else's money. The business is growing, which creates more opportunity for your employees.

Successful enterprises are built from the ground up. You can't assemble them with a bunch of acquisitions.

I can well imagine making acquisitions so long as these are complementary to Puma and move it forward.

I like the challenge of growing small companies into big global companies.

Any business either grows or dies. You've just got to keep growing.

Money is always the least of the problems. It is finding the right business or growing the right business. You can't do that without the right people.

We will see growth in the U.S., and we will selectively acquire in the U.S., but we prefer to use our global opportunity.

At many companies, business development is treated as a sales tool for incremental growth, but I believe that business development can bend our growth curve in a big way. It should accelerate our ability to grow, helping us quickly close gaps or leap ahead of competitors.

The agreement to acquire Volcano significantly advances our strategy to become the leading systems integrator in image-guided therapies.

With the right kind of financing, I think we can grow by 100 percent per year.

Our first 100 rides took us one-and-a-half years from the time we started in January 2011. It was only after that we started scaling up rapidly.

The rigor and discipline we use in running our business is key to consistently executing our growth strategy. And we systematically applied the same discipline to our investments, including acquisitions.