Larry Page Quotes

I have started or run several companies and spent time with dozens of entrepreneurs over the years. Virtually none of them, in my experience, made meaningful personnel or resource-allocation decisions based on incentives or policies.

I have seen entrepreneurs ask for hundreds of millions of dollars on a concept and try to sell because of 'their passion' for an idea. If the idea is that good, why wouldn't I cut you out and hire someone who is just as passionate for much, much less?

The general proposition is that the resources that will be utilized are the ones that contribute most to the overall efficiency of the production system. The third parameter has to do with our commercial world, our search for profits.

I find that many entrepreneurs are trying to do everything when it would be cheaper and more time-efficient to delegate, even if there are monetary costs associated with that.

In a company, hundreds of decisions get made, but objectives and goals are thin.

Unlike Marvel, we are not setting up redundant organizations for expertise that exists. We will track all DC properties to measure financial success.

I've made mistakes before of doing different projects just based on my dreams, my hopes, my thing, and not really thinking about my customers.

Good household decision-making often relies on thinking about your household like a firm.

I learned that you shouldn't take your most esoteric concept and fit it into the largest space with the highest fixed costs. It puts too much pressure on the restaurant to hit grand slams every day when there just aren't enough people who want to watch that sport.

In the 1950s, I proposed the survivor method of determining the efficient sizes of enterprises, and worked on delivered price systems, vertical integration, and similar topics.

Ford, as I understand it, had done away with the concept of regional management, and now they've re-introduced that in Europe, so it's kind of a two-way street.

Overhead will eat you alive if not constantly viewed as a parasite to be exterminated. Never mind the bleating of those you employ. Hold out until mutiny is imminent before employing even a single additional member of staff. More startups are wrecked by overstaffing than by any other cause, bar failure to monitor cash flow.

Farmers the world over, in dealing with costs, returns and risks, are calculating economic agents. Within their small, individual, allocative domain, they are fine-tuning entrepreneurs, tuning so subtly that many experts fail to recognize how efficient they are.

I like being part of a big company's executive team. It's fun to stretch other parts of my brain, considering questions like, 'How should we think of acquisitions?' I get to be privy to things that would never come up at a small company.

Business is a string of seemingly impossible problems looking for solutions. Each problem you solve creates a new barrier to entry for your next competitor.

The key, I think, from a business point of view, is to learn how to be efficient in making a record that's not too expensive, so that you're not going crazy spending tons of money making a product that might not ever return that money.

Creating value isn't enough - you also need to capture some of the value you create.

The green-light decision process today consists of maybe of 30 or 40 people.

No business can succeed in any great degree without being properly organized.

We may well doubt whether our organization is not too complicated, too expensive; whether offices and officers have not been multiplied unnecessarily and sometimes injuriously to the service they were meant to promote.

…the Army stood in need of talent as never before… the whole department is unscientifically managed, over officered and wastefully conducted.

Our ratio of administrators to classroom teachers and students is unacceptably high

When the finance or marketing people run a company, innovation stops.

The challenge of any business owner is not only to keep the saw sharp, but also to know if you even have a need for such a tool.

At most large companies, what is locally optimal for you is very frequently not what is globally optimal for the company.