Jeffrey Pfeffer

you could go work at Google and Facebook and get point oh one percent more people to click on the ads that they don't need that product or service and you'll put 10 years of your

I have a friend who just came back who worked for uber and he left and I said why and he said because I've been there you know for years and yeah and I'm fully vested and I said isn't there refresh and he said not enough

ah they stick with it because in many instances the companies very cleverly play to their egos so you come to work for me at Amazon or GE and I say you know Jason aren't you good enough aren't you good enough you know if you're a GE leader you'd figure it out you know we're doing special stuff at Amazon what special stuff we're doing we're delivering people crap faster you know let's let's be clear Amazon is not curing cancer they're getting our books to be evil same day thank God for that

I don't believe that is the only scorecard

one year Amazon who recruits at Stanford Business School hired twelve people from the Stanford MBA program which is of course an expensive thing to do when you're later zero of them were left

It is essentially Oracle's business model in a lot of respects. With respect to that's what they do when they bought PeopleSoft. Yeah. They bought PeopleSoft for the customer list. Yes. Not to maintain the product. Yes. Not to maintain the PeopleSoft level of service.

And in David Kaplan's book, The Silicon Boys, he has a wonderful story, which I retell in the book about a conversation about Larry Ellison, in which Kaplan asked Ed Oakes, a co-founder of Oracle, does Larry lie? And the response was, no, Larry doesn't lie. We prefer to say Larry has a problem with tenses, as in the product is available. Right. Vaporware.