chairman : Dictionary / Wörterbuch (BEOLINGUS, TU Chemnitz)

Proverbs, aphorisms, quotations (English)	by Linux fortune

"If the future navigation system [for interactive networked services on the NII] looks like something from Microsoft, it will never work." (Chairman of Walt Disney Television & Telecommunications)
A sheet of paper crossed my desk the other day and as I read it, realization of a basic truth came over me. So simple! So obvious we couldn't see it. John Knivlen, Chairman of Polamar Repeater Club, an amateur radio group, had discovered how IC circuits work. He says that smoke is the thing that makes ICs work because every time you let the smoke out of an IC circuit, it stops working. He claims to have verified this with thorough testing. I was flabbergasted! Of course! Smoke makes all things electrical work. Remember the last time smoke escaped from your Lucas voltage regulator Didn't it quit working? I sat and smiled like an idiot as more of the truth dawned. It's the wiring harness that carries the smoke from one device to another in your Mini, MG or Jag. And when the harness springs a leak, it lets the smoke out of everything at once, and then nothing works. The starter motor requires large quantities of smoke to operate properly, and that's why the wire going to it is so large. Feeling very smug, I continued to expand my hypothesis. Why are Lucas electronics more likely to leak than say Bosch? Hmmm... Aha!!! Lucas is British, and all things British leak! British convertible tops leak water, British engines leak oil, British displacer units leak hydrostatic fluid, and I might add Brititsh tires leak air, and the British defense unit leaks secrets... so naturally British electronics leak smoke. -- Jack Banton, PCC Automotive Electrical School [Ummm ... IC circuits? Integrated circuit circuits?]
Eudaemonic research proceeded with the casual mania peculiar to this part of the world. Nude sunbathing on the back deck was combined with phone calls to Advanced Kinetics in Costa Mesa, American Laser Systems in Goleta, Automation Industries in Danbury, Connecticut, Arenberg Ultrasonics in Jamaica Plain, Massachusetts, and Hewlett Packard in Sunnyvale, California, where Norman Packard's cousin, David, presided as chairman of the board. The trick was to make these calls at noon, in the hope that out-to-lunch executives would return them at their own expense. Eudaemonic Enterprises, for all they knew, might be a fast-growing computer company branching out of the Silicon Valley. Sniffing the possibility of high-volume sales, these executives little suspected that they were talking on the other end of the line to a naked physicist crazed over roulette. -- Thomas Bass, "The Eudaemonic Pie"
I think there's a world market for about five computers. -- attr. Thomas J. Watson (Chairman of the Board, IBM), 1943
The Middle East is certainly the nexus of turmoil for a long time to come -- with shifting players, but the same game: upheaval. I think we will be confronting militant Islam -- particularly fallout from the Iranian revolution -- and religion will once more, as it has in our own more distant past -- play a role at least as standard-bearer in death and mayhem. - Bobby R. Inman, Admiral, USN, Retired, former director of Naval Intelligence, vice director of the DIA, former director of the NSA, deputy director of Central Intelligence, former chairman and CEO of MCC.
...One thing is that, unlike any other Western democracy that I know of, this country has operated since its beginnings with a basic distrust of government. We are constituted not for efficient operation of government, but for minimizing the possibility of abuse of power. It took the events of the Roosevelt era -- a catastrophic economic collapse and a world war -- to introduce the strong central government that we now know. But in most parts of the country today, the reluctance to have government is still strong. I think, barring a series of catastrophic events, that we can look to at least another decade during which many of the big problems around this country will have to be addressed by institutions other than federal government. - Bobby R. Inman, Admiral, USN, Retired, former director of Naval Intelligence, vice director of the DIA, former director of the NSA, deputy directory of Central Intelligence, former chairman and CEO of MCC. [the statist opinions expressed herein are not those of the cookie editor -ed.]
"There's always been Tower of Babel sort of bickering inside Unix, but this is the most extreme form ever. This means at least several years of confusion." -- Bill Gates, founder and chairman of Microsoft, about the Open Systems Foundation
"If you want the best things to happen in corporate life you have to find ways to be hospitable to the unusual person. You don't get innovation as a democratic process. You almost get it as an anti-democratic process. Certainly you get it as an anthitetical process, so you have to have an environment where the body of people are really amenable to change and can deal with the conflicts that arise out of change an innovation." -- Max DePree, chairman and CEO of Herman Miller Inc., "Herman Miller's Secrets of Corporate Creativity", The Wall Street Journal, May 3, 1988
"In corporate life, I think there are three important areas which contracts can't deal with, the area of conflict, the area of change and area of reaching potential. To me a covenant is a relationship that is based on such things as shared ideals and shared value systems and shared ideas and shared agreement as to the processes we are going to use for working together. In many cases they develop into real love relationships." -- Max DePree, chairman and CEO of Herman Miller Inc., "Herman Miller's Secrets of Corporate Creativity", The Wall Street Journal, May 3, 1988
Another goal is to establish a relationship "in which it is OK for everybody to do their best. There are an awful lot of people in management who really don't want subordinates to do their best, because it gets to be very threatening. But we have found that both internally and with outside designers if we are willing to have this kind of relationship and if we're willing to be vulnerable to what will come out of it, we get really good work." -- Max DePree, chairman and CEO of Herman Miller Inc., "Herman Miller's Secrets of Corporate Creativity", The Wall Street Journal, May 3, 1988
In his book, Mr. DePree tells the story of how designer George Nelson urged that the company also take on Charles Eames in the late 1940s. Max's father, J. DePree, co-founder of the company with herman Miller in 1923, asked Mr. Nelson if he really wanted to share the limited opportunities of a then-small company with another designer. "George's response was something like this: 'Charles Eames is an unusual talent. He is very different from me. The company needs us both. I want very much to have Charles Eames share in whatever potential there is.'" -- Max DePree, chairman and CEO of Herman Miller Inc., "Herman Miller's Secrets of Corporate Creativity", The Wall Street Journal, May 3, 1988
Mr. DePree believes participative capitalism is the wave of the future. The U.S. work force, he believes, "more and more demands to be included in the capitalist system and if we don't find ways to get the capitalist system to be an inclusive system rather than the exclusive system it has been, we're all in deep trouble. If we don't find ways to begin to understand that capitalism's highest potential lies in the common good, not in the individual good, then we're risking the system itself." -- Max DePree, chairman and CEO of Herman Miller Inc., "Herman Miller's Secrets of Corporate Creativity", The Wall Street Journal, May 3, 1988
Mr. DePree also expects a "tremendous social change" in all workplaces. "When I first started working 40 years ago, a factory supervisor was focused on the product. Today it is drastically different, because of the social milieu. It isn't unusual for a worker to arrive on his shift and have some family problem that he doesn't know how to resolve. The example I like to use is a guy who comes in and says 'this isn't going to be a good day for me, my son is in jail on a drunk-driving charge and I don't know how to raise bail.' What that means is that if the supervisor wants productivity, he has to know how to raise bail." -- Max DePree, chairman and CEO of Herman Miller Inc., "Herman Miller's Secrets of Corporate Creativity", The Wall Street Journal, May 3, 1988
He who attacks the fundamentals of the American broadcasting industry attacks democracy itself. -- William S. Paley, chairman of CBS
We are very nervous about the release of Windows 2000. This OS takes up gigabytes of hard drive space. When users 'upgrade' to Win2K, they won't have any space on their hard drive for our products! We really hate Chairman Bill. -- An anonymous spokesperson for Corel
Microsoft ActivePromo Campaign: "What Slogan Do You Want to See Tommorrow?" Microsoft's PR masterminds are planning a massive marketing campaign, code-named "ActivePromo 2000", to promote the upcoming release of Windows 2000 (scheduled for February 2001). This marketing campaign will include a "What Slogan Do You Want to See Tommorrow?" promotion. Children under age 16 will have to opportunity to create their own Microsoft slogan to replace the aging "Where Do You Want to Go Today?"(R) motto. Microsoft will set up a special email alias where children can submit their entries along with detailed personal and demographic information (for verification purposes, of course). A panel of Microsoft employees will select a winning entry, which will become the official slogan. The winner and his/her family will receive an all-expense paid week-long vacation to Redmond, WA ("The Vacation Capital of East Central Washington State"), including a guided tour of the Microsoft campus and a personal ten minute photo-opportunity with Chairman Bill. We personally believe that "Don't Think About Going Anywhere Else Today" would make a perfect Microsoft slogan. "Crashes Are Normal" might also be a good choice.
Brief History Of Linux (#18) The rise and rise of the Microsoft Empire The DOS and Windows releases kept coming, and much to everyone's surprise, Microsoft became more and more successful. This brought much frustration to computer experts who kept predicting the demise of Microsoft and the rise of Macintosh, Unix, and OS/2. Nobody ever got fired for choosing Microsoft, which was the prime reason that DOS and Windows prevailed. Oh, and DOS had better games as well, which we all know is the most important feature an OS can have. In 1986 Microsoft's continued success prompted the company to undergo a wildly successful IPO. Afterwards, Microsoft and Chairman Bill had accumulated enough money to acquire small countries without missing a step, but all that money couldn't buy quality software. Gates could, however, buy enough marketing and hype to keep MS-DOS (Maybe Some Day an Operating System) and Windows (Will Install Needless Data On While System) as the dominant platforms, so quality didn't matter. This fact was demonstrated in Microsoft's short-lived slogan from 1988, "At Microsoft, quality is job 1.1".
NEW YORK -- Publishers from all across the country met this week at the first annual Book Publishers Assocation of America (BPAA) meeting. Many of the booths on the showroom floor were devoted to the single most important issue facing the publishing industry: fighting copyright violations. From "End Reader License Agreements" to age-decaying ink, the anti-copying market has exploded into a multi-million dollar enterprise. "How can authors and publishers hope to make ends meet when the country is rapidly filling with evil libraries that distribute our products for free to the general public?" asked the chairman of the BPAA during his keynote address. "That blasted Andrew Carnegie is spending all kinds of his own ill-gotten money to open libraries in cities nationwide. He calls it charity. I call it anti-competitive business practices hoping to bankrupt the entire publishing industry. We must fight these anti-profit, pro-copying librarians and put an end to this scourge!" -- from the February 4, 1895 edition of the New York Democrat-Republican
If the future navigation system [for interactive networked services on the NII] looks like something from Microsoft, it will never work. -- Chairman of Walt Disney Television & Telecommunications
Chairman of the Bored.
It's very glamorous to raise millions of dollars, until it's time for the venture capitalist to suck your eyeballs out. -- Peter Kennedy, chairman of Kraft & Kennedy.