Business

The idea that Google or Meta weren't American companies was a fiction they liked to tell themselves. It just simply wasn't true. And I'll tell you why: physically, their servers are in actual places.

There's a compelling mission—both because of the enormous economic opportunity it represents, if it succeeds, and because of the broader impact it can have on the world. The mission is defined by a stubborn technical challenge. It has to be hard. No one wants to work on something that isn't difficult, and in a sense, choosing the hardest problems becomes a moat.

At Axiom we've raised $64 million—we're a small startup—and we recently won the Putnam competition. We scored 90 out of 120, which would have placed us above all ~4,000 human contestants last year and at the level of a Putnam Fellow, meaning top five in the world. If you tried to achieve that purely through informal methods—where hallucination is a persistent risk—getting to the same level of consistent correctness would likely require a lot more resources.

At Colossal, we are not going to work in humans or non-human primates because we felt like we're already going to have an uphill battle with transparency and education, and we don't want people to be like, if a hair-loss treatment comes out of Colossal, 'are they selling a gene from a woolly mammoth?'

From day one, we said that we wanted to create value, create impact, and create inspiration. We're not going to build a business that just creates impact—we're not a nonprofit. We're not going to just create a company that inspires the next generation. We have to create value.

What the 1% of SMEs in a region that can really grow desperately need is local risk finance. We can think of this as venture capital. But we need venture capital that will work for SMEs, and that means it's got to be locally based. We've got a lot of venture capital, but it's nearly all in London and the Southeast.

Economist specializing in poverty, conflict, and development in Africa

When the Sheffield steel industry collapsed, incomes collapsed, and so demand in the region collapsed—businesses of all sorts, not just steel but shops and businesses that sold things to consumers. The consumers were poorer, and so businesses started to fail. Investment didn't flow into this region saying 'oh good, a depressed region.' It flowed out to the places which were booming.

Economist specializing in poverty, conflict, and development in Africa

If you get the culture right, most of the other stuff — including building your brand to be about the very best customer service — will happen naturally on its own. But if you don't get the culture right, then you're not going to accomplish any of the other stuff.

CEO of Zappos & Pioneer of Company Culture & Happiness

The vision for Zappos was for it to be about the very best customer service and for the Zappos brand to be synonymous with the very best customer service. In order to do that, we had to build a culture where employees genuinely wanted to provide great customer service — where it wasn't a department, but a way of being.

CEO of Zappos & Pioneer of Company Culture & Happiness

Our philosophy has been about trying to control the entire customer experience. A lot of people, when they think about branding, they think about advertising and marketing. But we actually don't do any advertising or marketing. Instead, we invest all of that money into the customer experience, and then our customers do our marketing for us through word of mouth.

CEO of Zappos & Pioneer of Company Culture & Happiness

We formalized making sure that the company culture and the employee happiness was priority number one, and everything else — including profits, revenue growth, and so on — was a byproduct of getting the culture right. Because our whole belief was that if we get the culture right, then most of the other stuff, including building our brand to be about the very best customer service, will happen naturally on its own.

CEO of Zappos & Pioneer of Company Culture & Happiness

We've actually gotten rid of all people managers. We don't have a single person whose job it is to manage or tell someone else what to do. Instead we've organized the entire company around work that needs to get done, and then people can have multiple roles across multiple circles, and there's a bunch of other rules and processes.

CEO of Zappos & Pioneer of Company Culture & Happiness

If you don't have some failures continually, it is a signal that you have retreated into the conservative past.

Co-Founder of Pixar & Pioneer in Computer Graphics

To me it was a great revelation to find creativity in the midst of something that was not thought of as being creative.

Co-Founder of Pixar & Pioneer in Computer Graphics

What I realised was, that in studying other manufacturing companies, in particular Toyota, I could see that their mechanism for distributing responsibility and pushing it far down the organisation turned them into a creative enterprise! This is the opposite of what most people think, which is that the purpose of manufacturing is to reliably produce the same thing over and over again.

Co-Founder of Pixar & Pioneer in Computer Graphics

Fundamentally, where creativity is concerned, people are trying to express an idea or solve a problem. This applies in business, the arts, or even solving family or societal problems.

Co-Founder of Pixar & Pioneer in Computer Graphics