Andy Dunn Quotes

Most of the time, when you need something at a company, you make it. If you want to sell a product, you create it. If you need a head of marketing, you hire one. If you want to create a great company culture, what do you do? The lack of a clear answer on this is why I believe most companies don't have a great culture.

I have a foundational belief that business results start with culture and your people.

Since most startups operate at a break-neck pace, with a concept to prove or a product to launch within a rapidly shortening runway of financing, company culture often gets shoved aside. This is a big, big mistake: Nobody serious about their business should put culture in the corner.

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.

I think the most important thing is not only do you want to build a roster, but you also want to establish a culture within any given organization.

The culture or environment of a company starts from the top. The leadership. The leadership of a company sends a message to its employees of what is tolerated and what is not.

Culture used to be viewed as the 'touchy-feely' side of business, but that's no longer the case. If you don't have a defined culture behind you, then you aren't going to be effective at executing your strategy.

When a culture is broken, the cracks show - morale is weakened, but so is profit and performance. That's why culture has to be at the core of any business transformation.

It seems like those of us who run a business can't go five minutes without encountering the term "company culture." The phrase is always uttered with extreme adoration, yet the very concept seems as nebulous as it is elusive.

It's so important for startups to get their culture right at the start. They need to feel unique and that they are on their own important mission in the world.

You know, as most entrepreneurs do, that a company is only as good as its people. The hard part is actually building the team that will embody your company's culture and propel you forward.

Corporate culture matters. How management chooses to treat its people impacts everything - for better or for worse.

The first people in a company are the most important. They will hire people like themselves and create a culture that either works or eats away at the chance for success.

As far as employees are concerned, clearly I like to communicate with them, since we are more than 40,000 people. I like to communicate either through e-mail or through video conferencing, which we do very often, and stream out videos and interviews. But more than that, I believe in traveling to my branches.

Your employees have lots of opinions about everything - your strategy and vision; the state of the competition; the quality of your products; the vibe in the workplace. There are tons of things you can learn from them.

SK will evolve and develop based on its corporate culture and human resources.

Great leadership and great companies aren't built overnight, and they're not built without capital. And capital can sometimes be counter-productive to building a great culture.

Raising capital is not the toughest part. The toughest part is building a great team and making sure it's growing with the company.

If you are building a corporate culture of greatness, you have to define culture on your own terms and with the people you work with.

When someone is made the head of an office in the Ogilvy & Mather chain, I send him a Matrioshka doll from Gorky. If he has the curiosity to open it, and keep opening it until he comes to the inside of the smallest doll, he finds this message: If each of us hires people who are smaller than we are, we shall become a company of dwarfs. But if each of us hires people who are bigger than we are, we shall become a company of giants.

A company is only as good as the people it keeps.

As a CEO, you get sucked into dealing with all the tasks of being a CEO. There's a big meeting, a big discussion, and you get into all the big issues, which is your job. But what CEOs often lose sight of is that it's all about the people who work for you. For every 1,000 decisions, 999 were being made when I was not in the room.

People really are our most important resource, and people who don't realize that and choose not to live that way, choose not to lead that way, are paying a price for that in many of our companies, many of our organizations.

Set a clear, easy-to-understand vision for your company, and make it be a mission people believe in.

I hadn't really worked in an office before Shutterstock, so I didn't have the experience of building a culture, nor did I understand how important that is for attracting and retaining the best talent.