Phares Kariuki

“The creatures outside looked from pig to man, and from man to pig, and from pig to man again; but already it was impossible to say which was which.”
― George Orwell, Animal Farm

“For some, I realize, business is the all-out pursuit of profits, period, full stop, but for us business was no more about making money than being human is about making blood. Yes, the human body needs blood. It needs to manufacture red and white cells and platelets and redistribute them evenly, smoothly, to all the right places, on time, or else. But that day-to-day business of the human body isn’t our mission as human beings. It’s a basic process that enables our higher aims, and life always strives to transcend the basic processes of living—and at some point in the late 1970s, I did, too. I redefined winning, expanded it beyond my original definition of not losing, of merely staying alive. That was no longer enough to sustain me, or my company. We wanted, as all great businesses do, to create, to contribute, and we dared to say so aloud. When you make something, when you improve something, when you deliver something, when you add some new thing or service to the lives of strangers, making them happier, or healthier, or safer, or better, and when you do it all crisply and efficiently, smartly, the way everything should be done but so seldom is—you’re participating more fully in the whole grand human drama. More than simply alive, you’re helping others to live more fully, and if that’s business, all right, call me a businessman. Maybe it will grow on me. THERE”
― Phil Knight, Shoe Dog

“I think we’re going to see a whole new wave of rapid industry transition—unlike the slow transition of, say, transportation, in which it took many years to go from rail to air travel. In this transition, you will see traditionally structured companies being seriously challenged by new, smaller, more efficient entrants—right away. The logical extension of the Internet’s cost efficiencies means that market share will flow to the most efficient companies, not the largest or the richest—companies that can deliver the greatest value to their customers will earn a higher profit while requiring far fewer assets. The productivity of their capital will be significantly improved over the traditional model because they will have replaced physical assets with information assets.”
― Michael Dell, Direct From Dell: Strategies That Revolutionized an Industry

“All this anger about the armor—it was really about honor. It was only about honor. There was nothing mercenary in my husband. Aside from the honor it carried, that suit of armor had no value. No one could melt it down for the precious metals, because, after all, it was made by a god, and it had been worn by Achilles. Ajax was too big to wear it, and Odysseus was too small. This fight was not about a suit of armor or the price of a suit of armor. It was about honor. The men in this army are mad about honor. Women like me lost their honor long ago. Honor means nothing to me. But I understand what it means to a man like Ajax. He was loyal because of his honor, brave because of his honor; everything he was he was because of his honor. And these fools canceled that out. They canceled him out.”
― Paul Woodruff, The Ajax Dilemma: Justice, Fairness, and Rewards