Quotes 81 till 96 of 96.
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Twitter has always been that refreshing place where I can quickly find out what is going on in my tech world. I follow mostly entrepreneurs and VCs - some who I know and some who I don't know. I have a few companies in my feed. But no newspapers, no magazines, and no mainstream media.
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We found that the most exciting environments, that treated people very well, are also tough as nails. There is no bureaucratic mumbo-jumbo... excellent companies provide two things simultaneously: tough environments and very supportive environments.
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We look for companies that are misunderstood by the market and mispriced.
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We now assume that when people turn on the evening news, they basically already know what the news is. They've heard it on the radio. They've seen it on the Internet. They've seen it on one of the cable companies. So that makes our job a bit different.
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We passionately set up a programme that we call the Indian gun programme. I challenged Colonel Bhatia, who heads our defence business, that let's build an Indian gun. There's a belief that Indian companies aren't capable of this, and we want to prove them wrong, as we did in components.
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We see Google experimenting in so many places outside of its core search and advertising business, whether that's bringing broadband Internet to the world or funding an entirely separate company to pursue solutions to disease and mortality. Amazon's one of the few other companies that thinks as big as Google does.
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What can we learn from the battle between data and design? What can we learn from the relationship between Google and Apple? Clearly no one school of thought is right: Apple and Google are both wildly successful and profitable companies that changed the world.
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What Wall Street and credit card companies are doing is really not much different from what gangsters and loan sharks do who make predatory loans. While the bankers wear three-piece suits and don't break the knee caps of those who can't pay back, they still are destroying people's lives.
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When companies minimize their costs, they can spend more on R & D and marketing. It's just very logical.
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When screening engineers from other companies, its smart to value engineers from great companies more than those from mediocre companies.
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When you work with web design companies in San Francisco, you end up with a bunch of twenty-somethings who have their own cultural peculiarities, including obscurity for its own sake. You give those guys a website for a banking institution and they screw it up, because they are designing for themselves.
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Whenever I came up against presidents of other companies, I was always smarter, because I was from the streets.
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While it's true that women are the minority in most tech companies, I don't think that inhibits entry into the tech space. My motto has always been, 'Live What You Love,' and as such, I think it's incredibly important to do work you believe in and to work for a company that has values that align with your own, be it in tech or another industry.
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With liberalisation, Indian industry gained international exposure because of which it became imperative for companies to rework their strategies to become globally competitive.
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You can't not approve a merger because you don't like the companies' politics. That's just not right.
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A corporation's responsibility is to the shareholders, not its retirees and employees. Companies are doing everything they can to get rid of pension plans and they will succeed.
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