Editor Quotes

People tend to wonder when Alibaba will enter the U.S. market. But those people are asking the wrong question. Alibaba reckons that, in 2010, China and the U.S. had an equal number of online shoppers, about 140 million.
Porat is among a handful of top people who work for both Alphabet and Google. As such, there's a regular cadence to her week.
Roku collects money two ways: by selling hardware, which it calls 'players'; and by selling advertising and taking a cut of revenues from the video publishers on its platform.
Salesforce acquires companies - it has snapped up 55 since 2006 - that are either more innovative or that have pioneered market segments that Salesforce hasn't yet cracked.
Salesforce employees are so immersed in the fervor over their offerings and their unique workplace that they are nearly incredulous to learn that few people beyond the legions of customers using Salesforce's product have the faintest idea what the company does.
Should Ford succeed in equipping all its cars with information that gets communicated back to its servers, it will become a 'big data' company, a beyond-vehicles opportunity that is as promising as it is murky.
Silicon Valley tends to fall in love with the new new thing.
Sony's Walkman far predated the iPod. Nokia ruled smartphones before Apple.
Tesla has humiliated established carmakers with its brilliant vision. But Detroit, Turin, Stuttgart, and so on have understood scale as well as capital allocation for decades. Such gargantuan tasks could yet humiliate Tesla.
The cloud, for a while more of a metaphor than a giant business, is re-ordering all sorts of industries.
The creation of the 'Goldie Scholars' program is an acknowledgment that knowledge isn't enough.
The iPod was once so important to Apple that the estimable journalist Steven Levy wrote an entire book about it. And then, poof! The iPod was nearly gone.
The rap against Tesla has always been of the 'yes, but' variety. Yes, it's a fine artisanal designer and manufacturer of electric cars, and its CEO is one of the few business leaders alive for whom the label 'visionary' isn't hyperbolic.
The reliable way great conglomerates grew over time was by adding new products and buying new companies. IBM moved from mainframe to PCs.
The summer before my senior year in college, I talked my way into an unpaid internship on Capitol Hill. I was able to have this stimulating resume- and network- enhancing experience because my parents could afford to keep me clothed, housed, and fed in the nation's capital for 10 weeks.
Uber has a lot of money, and they've hired a lot of good people, and they have the capacity to professionalize.
What makes Samsung so mysterious is that it's not altogether clear who leads the company or what its leaders do. The company follows an avowedly Confucian model of consensus-driven decision-making, values bone-crushingly hard work, and shows tremendous deference to the founding Lee family, despite its lack of a controlling interest in its shares.
What to do with a leading business that's challenged by a new technology wave without hurting an existing profit stream? The single greatest example of recent memory is Apple's willingness to decimate iPod sales by incorporating all the category-defining product's features into a new gizmo, the iPhone.
When I published a book earlier this year about Uber, the most common question I got about it was how many of the tumultuous events of 2017 I was able to include. My gag-line response: I managed to cover the first 17 scandals of the year, but not Nos. 18, 19, 20, 21, 22, and so on.
When I was a senior in college, I attended an inspiring conference at West Point called the Student Conference on U.S. Affairs, which paired political science majors with cadets in the hopes of building future civilian-military relationships.
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