Company Evolution Quotes

Microsoft wasn't born as an enterprise company. We have always been growing with end users in mind.

If you ask the average guy on the street to name five companies that have truly transformed themselves over the few decades, Hewlett-Packard would be on everybody's list. You'd also put on this list GE and Johnson & Johnson.

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.

I'm very excited about this wonderful opportunity to take part in the evolution of a company that is integral to the Hispanic community and a powerful force in all areas of the media.

Every success story is a tale of constant adaption, revision and change. A company that stands still will soon be forgotten. Trying to provoke positive change is a principle we've embedded across the Virgin family for more than four decades.

Great companies need to reinvent themselves. We can do that: we can stay relevant, we can grow, and we can stay successful. It takes courage, but it's a path we've been preparing for carefully.

I think if the average person that uses AOL can't physically see the changes in the company, we've failed.

It wasn't until we got our first office in Palo Alto where things became more like a company. We never went into this wanting to build a company.

In the long term the most important question for a company is not what you are but what you are becoming.

I think it's extremely important to think of your company as a series of chapters.

The role of design at a company is to allow you to recreate yourself, to allow your company to find a new way of success before the old way fails.

I believe quite simply that the small company of the future will be as much a research organization as it is a manufacturing company.

Many brands have lost their way in the process of evolving from a small company to a much bigger corporation.

Our philosophy is, using internet technology, we can make every company become Amazon.

I founded Netflix. I've built it steadily over 12 years now, first with DVD becoming profitable in 2002, a head-to-head ferocious battle with Blockbuster and evolving the company toward streaming.

I have been quoted saying that, in the future, all companies will be Internet companies. I still believe that. More than ever, really.

The IT organization can't drive or lead a digital transformation. It has to come from the business and the business strategy, because they're fundamental to how a company or an organization evolves.

Overnight the digital age had changed the course of history for our company. Everything that we thought was in our control no longer was. But within a year we had invested in social media and digital experts. Now Starbucks is the number one brand on Facebook.

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.

The transformation of Apple is probably the biggest tech story of the last 15 years.

We're a company that's gone through many cycles and evolutions, and every time we have a major success, we double down and use the money from that to fund our initiatives and so forth.

I was one of the early folks at eBay, and by 1999, it was completely overrun by consultants from McKinsey, Bain, and BCG. It went from being a cool, fun startup to an MBA factory.

I think whenever you come in, whenever you try to evolve a company, people will get nervous. But, if you articulate a clear vision, a clear mission to help them understand their roles in it and ask them to buy into the system, everyone will band together to make it happen.

A company can set off in one direction, figures out that it's not the right way to go, and then go in an entirely new direction. Over time, the product or service improves, and the company gets better at executing and delivering.