Jonathan Ive Quotes

Brands' products should be the manifestation of a company's values. Those values should be the subject of all sorts of wonderful stories that comprise your company's narrative.

When we began Starbucks, what I wanted to try to do was to create a set of values, guiding principles, and culture.

The Ford Motor Co. should stand for something more than cars and trucks. There is a Ford way of doing things that we cannot lose... We need to be continuously polishing that Ford oval.

If partnering with Facebook meant that we had to change our values, we wouldn't have done it.

I love being part of a company, and telling a story.

Employees are your most valuable assets. They are the heart and guts of a company. This doesn't mean that from time to time, you aren't going to do what is good for the company.

Apple has a culture of excellence that is, I think, so unique and so special. I'm not going to witness or permit the change of it.

We asked ourselves what we wanted this company to stand for. We didn't want to just sell shoes. I wasn't even into shoes - but I was passionate about customer service.

Ensure your employees understand what your brand stands for so they can be your first line of word-of-mouth advertising.

In-N-Out Burger has a well-known and long standing reputation as a corporation that is operated with a Christian message and philosophy.

Chick-fil-A is what it is today because of its people, purpose and product.

Gillette is one of those companies where it's about success, and that's who I want to partner myself with.

I started at HSN in May of 2006, and by October, we had rolled out a new brand image, a new tagline, a new vision statement, a new customer manifesto, and new advertising.

About every other week, I sit down with all of our new Zynga hires and I talk to them for about 90 minutes, have an open Q&A. There is no formal presentation. I talk about our values, where they came from and why they are so important, and I ask them to challenge those values.

I don't know if a company can have a soul, but I like to think it can.

At Under Armour, we've created a very strong culture, a culture that first and foremost is built on people.

Our culture is the foundation for our company.

It's not just hours and pay that are important anymore. People want to know what the company is like, what the culture is.

If you want to retain your identity and culture, we're a really great mothership. If you want to sell out... there are definitely other companies to talk to.

I can say firsthand Under Armour is a values-based people company, and this hasn't deviated for any administration.

For a global company, it is imperative to respect and honor local culture and weave that into the core company values rather than the other way around.

A new 'look' for any organization cannot be a papier-mache cover, tacked on with Scotch tape under the heading of 'beautification.' It has to be based on a probing examination of the company and the people who work for it. As a result, the eventual external visual design becomes the graphic extension of the internal realities of a company.

I live, breathe, and die by what kind of company we're creating.

I do not work for the shareholder, to be honest. I work for the customer.

A company's ethical behavior is ultimately triggered by some sense of caring. And care is a sense of closeness to someone or something. A company must bring value to whom or what it is close to.