Great companies that build an enduring brand have an emotional relationship with customers that has no barrier. And that emotional relationship is on the most important characteristic, which is trust.
The problem is that at a lot of big companies, process becomes a substitute for thinking. You're encouraged to behave like a little gear in a complex machine. Frankly, it allows you to keep people who aren't that smart, who aren't that creative.
When people say they prefer organic food, what they often seem to mean is they don't want their food tainted with pesticides and their meat shot full of hormones or antibiotics. Many object to the way a few companies - Monsanto is the most famous of them - control so many of the seeds we grow.
Like many other banks and finance companies, Green Tree used a process called securitization to resell its home loans to outside investors. Green Tree grouped thousands of these small loans into a pool worth hundreds of millions of dollars.
Google has placed its faith in data, while Apple worships the power of design. This dichotomy made the two companies complementary. Apple would ship the phones and computers, while Google would provide Maps, Search, YouTube, and other web tools that made the devices more useful.
Creating a better world requires teamwork, partnerships, and collaboration, as we need an entire army of companies to work together to build a better world within the next few decades. This means corporations must embrace the benefits of cooperating with one another.
Everyone and his Big Brother wants to log your browsing habits, the better to build a profile of who you are and how you live your life - online and off. Search engine companies offer a benefit in return: more relevant search results. The more they know about you, the better they can tailor information to your needs.
Companies are accustomed to dismissing employees for misuse of computers at work.
Not everybody is created equal, and it's important for companies to identify those high potentials and treat them differently, accelerate their development and pay them more. That process is so incredibly important to developing first-class leadership in a company.
At 25, I made many companies. I was thinking more like a businessman or entrepreneur than a CEO. I created many companies, small companies, medium companies. I tried to be involved in many kinds of activities, in finance, in real estate, in mining.