Reed Hastings Quotes

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.

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

I'm fascinated by management and organizations: how organizations get things done and how successful organizations are built and maintained, how they evolve as they grow from start-ups to small companies to medium companies to big companies.

Great companies have to manage the cadence of what they do.

As businesses grow, all sorts of things that once were done on the fly - including creating new products - have a way of becoming bureaucratized.

NASA's myriad failures are in many ways the natural consequence of a catastrophic combination of bureaucracy, monopoly, and a calcifying aversion to the kind of risk necessary for innovation.

I think there are certain business matters which we must now conduct differently than we used to.

Business has only two functions - marketing and innovation.

Companies, in fact, are specifically organized to under-invest in disruptive innovations! This is one reason why we often suggest that companies set up separate teams or groups to commercialize disruptive innovations. When disruptive innovations have to fight with other innovations for resources, they tend to lose out.

Organizational changes to fix the problems usually create new vulnerabilities in the process of fixing the old ones.

Strategic Work is all about the big questions: Who? What? When? Where? Why? Tactical Work is all about answers: This is the system we use to do each task. This is how we do it, how we measure it, how we monitor it.

What's so great about DreamWorks is that it's run by filmmakers who believe that if it's not broke, don't fix it.

If you give the boss all the decision-making power, they see the world through their eyes. The big innovations are generally such a shift that they won't see it. For a long time, it looked like it was just inevitable that you would get slow and bureaucratic.

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.

I think there's a lot of things that need to be changed in the business.

When a company gets bigger, when it begins to bring on employees, it naturally goes through this tendency of wanting to control, of wanting to build process - essentially to say not every one of our customers or employees has great judgment.

Every organization has to prepare for the abandonment of everything it does.

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.

I am good at conceptualizing and building institutions.

Management always has a big influence on your success, no matter how good or how bad the business is itself.

As Looker got larger, the talented people we hired started to see things that we couldn't. And what had looked like a company the three of us could run out of our houses for a few hours a day became something bigger. Much bigger.

Plenty of entrepreneurs can start a company. What is more rare is to evolve it and to scale with it over time.

If there's a car company, and you have another car company, you don't stop building your car and company because there are others.

Microsoft, Disney, Ford, Facebook, and a hundreds and thousands of other companies that affect us daily all began life as baby companies, aka start-ups.

You know what happens in all the big companies and business in the world. If something doesn't work, you have to find a solution.