Mukesh Ambani quote: “My reference points were US companies. We were hugely influenced by large US chemical companies, especially DuPont. It …”

“I was very focussed on building various competencies in Reliance and we were not ready to do two things at the same time. It was a big risk for us to get into IT, especially because it was hugely effort-intensive. In my language, I said we have too much soap on our body and we need to take a bath in the chemicals business.”

Mukesh Ambani (1957) Indian business magnate

Mukesh Ambani on how Reliance was built

“Over the years, many companies have contributed to free software development. Some of these companies primarily developed non-free software, but the two activities were separate; thus, we could ignore their non-free products, and work with them on free software projects. Then we could honestly thank them afterward for their free software contributions, without talking about the rest of what they did.
We cannot do the same with these new companies, because they won't let us. These companies actively invite the public to lump all their activities together; they want us to regard their non-free software as favorably as we would regard a real contribution, although it is not one. They present themselves as "open source companies," hoping that we will get a warm fuzzy feeling about them, and that we will be fuzzy-minded in applying it.
This manipulative practice would be no less harmful if it were done using the term "free software."”

Richard Stallman (1953) American software freedom activist, short story writer and computer programmer, founder of the GNU project

But companies do not seem to use the term "free software" that way; perhaps its association with idealism makes it seem unsuitable. The term "open source" opened the door for this.
1990s, Why "Free Software" is better than "Open Source" (1998)

“It was like a total revelation for me that a company could run like this, because I was used to these layers and bureaucracies and studies—the sort of paralysis that companies could get into—and Apple was totally different.”

Tim Cook (1960) American business executive

Fortune: "Apple CEO Tim Cook Says Working for Steve Jobs Was 'Liberating'" http://fortune.com/2018/08/23/apple-ceo-tim-cook-steve-jobs-2/ (23 August 2018)

“We were written off from day one. Nobody believed in us but us. We kept having hits despite the record company, despite the press.”

Siobhan Fahey (1958) singer and songwriter in Banarama and Shakespears Sister

On Bananarama
G3 interview (2002)

“Companies are in the midst of a revolutionary transformation. Industrial age competition is shifting to information age competition. During the industrial age, from 1850 to about 1975, companies succeeded by how well they could capture the benefits from economies of scale and scope. Technology mattered, but, ultimately, success accrued to companies that could embed the new technology into physical assets that offered efficient, mass production of standard products.
During the industrial age, financial control systems were developed in companies, such as General Motors, DuPont, Matsushita, and General Electric, to facilitate and monitor efficient allocations of financial and physical capital. A summary financial measure such as return-on-capital employed (ROCE) could both direct a company’s internal capital to its most productive use and monitor the efficiency by which operating divisions used financial and physical capital to create value for shareholders.
The emergence of the information era, however, in the last decades of the twentieth century, made obsolete many of the fundamental assumptions of industrial age competition. No longer could companies gain sustainable competitive advantage by merely deploying new technology into physical assets rapidly, and by excellent management of financial assets and liabilities.”

David P. Norton (1941) American business theorist, business executive and management consultant

Source: The Balanced Scorecard, 1996, p. 2-3

“Companies are in the midst of a revolutionary transformation. Industrial age competition is shifting to information age competition. During the industrial age, from 1850 to about 1975, companies succeeded by how well they could capture the benefits from economies of scale and scope. Technology mattered, but, ultimately, success accrued to companies that could embed the new technology into physical assets that offered efficient, mass production of standard products.
During the industrial age, financial control systems were developed in companies, such as General Motors, DuPont, Matsushita, and General Electric, to facilitate and monitor efficient allocations of financial and physical capital. A summary financial measure such as return-on-capital employed (ROCE) could both direct a company’s internal capital to its most productive use and monitor the efficiency by which operating divisions used financial and physical capital to create value for shareholders.
The emergence of the information era, however, in the last decades of the twentieth century, made obsolete many of the fundamental assumptions of industrial age competition. No longer could companies gain sustainable competitive advantage by merely deploying new technology into physical assets rapidly, and by excellent management of financial assets and liabilities.”

Robert S. Kaplan (1940) American accounting academic

Source: The Balanced Scorecard, 1996, p. 2-3

“The British were no strangers to the use of chemical weapons.”

Giles Milton (1966) British writer and historian

Winston Churchill's shocking use of chemical weapons https://www.theguardian.com/world/shortcuts/2013/sep/01/winston-churchill-shocking-use-chemical-weapons (1 September 2013), The Guardian.

“For a generation of customers used to doing their buying research via search engine, a company’s brand is not what the company says it is, but what Google says it is.”

Chris Anderson book The Long Tail

Source: The Long Tail: Why the Future of Business Is Selling Less of More (2006), Ch. 7, p. 99

“Even when I was doing chemical engineering, I was working almost full time for Reliance. I finished college at 2.30 pm and went straight to the office. I remember, we were raided and my father was in the US.”

Mukesh Ambani (1957) Indian business magnate

Always invest in businesses of the future and in talent

“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.”

David Ogilvy (1911–1999) Advertising executive

Ogilvy on Advertising, p. 47

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