Steve Easterbrook Quotes

We opened a design center in the South of England last year as part of our strategy for being close to our customers and developing innovative products for exciting new markets.

Go where your customers take you! For example, did you know that Sony's first product was a rice cooker? Since abandoning the rice cooker, it has merely managed to become the world's biggest consumer electronics company.

An enterprise that is constantly exploring new horizons is likely to have a competitive advantage in attracting and retaining talent.

Big companies such as Google and Facebook buy startups at ridiculously high prices - not for their products, but for their people.

We get talent and scale from mergers.

We expanded primarily for our people - if you don't offer more opportunities, you don't keep good people.

That's what America's all about. Entrepreneurs who can start a business in their basement and have it grow into a global company - that's exactly what we want.

As I spent tons of time with customers, not just in the United States, but in emerging markets, in Europe, in Latin America, top of mind for everybody is how do they drive growth for their business going forward.

The reality is the world's shifted; the world's evolved. We now measure ourself by total device space. We have a much bigger opportunity than we've ever had in the past to grow our business, but we have to rethink how we look at our business.

We expect Seoul to be one of our most important markets not only in Asia but around the world.

Human capital will go where it is wanted, and it will stay where it is well treated. It cannot be driven; it can only be attracted.

If you want to hire great people and have them stay, you have to be run by ideas, not hierarchy. The best ideas have to win.

The more you drive positive change, the more enhanced your business model.

I see us continuing to expand our contracts just as we've done with Netflix and with Telemundo. We are not just bound to the traditional employers that we've had in the past.

The first thing is to hang on to everybody who is talented, who is entrepreneurial, who wants to make an impact and a change and start attracting ones.

Together, we can build a stronger, more innovative New Hampshire, where our businesses can grow, flourish, and create good jobs for our people.

Google will continue to be the place of choice, and we wanted to signal that very clearly to our employees.

We have to have a successful box business if we are going to go beyond the box.

From working in my mum's tiny chemist shop to my experience building large businesses, I have seen how we should support free enterprise and innovation to ensure Britain has a stronger future.

KIND has gone through many iterations as it deepens its social impact. When you're selling a million dollars a year, the impact you can have is very different than when you are selling over a billion dollars a year. Scale has allowed us to do things we never thought possible.

To get a big company moving fast, especially on a many-headed opportunity like the Internet, you have to have hundreds of people participating and coming up with ideas.

Formula One is not just multinationals. It's also about national players wanting to get global coverage.

Risk taking and the drive to pursue innovative ideas are the fuel that stokes the entrepreneurial spirit.

I was vehemently against acquisitions. Now let's buy everything in sight. Well, that's a slight exaggeration. We are a little more strategic than that. But everything was on sale.

Succession planning has been a major priority at Southwest for quite some time. We think we have come up with a winning combination of talent for our company reorganization.