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They realized that if they are going to survive the competitive shakeout over the next couple of years, they're going to have to find a bigger partner.

We realized in the last couple of years that if you don't have new and exciting things to do, people go somewhere else. They want an experience they can't find anywhere else.

Disney has yet to find a partner, News Corp. has yet to find a partner, and Viacom-CBS could go one step further and find an Internet partner, ... So the entertainment giants are well-positioned to be part of an internet and media consolidation phase.

Frederick Moran

I realized when I stopped Charlie's Angels, I didn't do series for a couple of years. And I realized that from the time I was 5 years old when I started school, I had been told when to get up every morning, where to go then, what to do when I got there, when to have lunch, when to come back, what do to after lunch, when to go home, what to study, when to have dinner, and when to go to bed.

My background is pretty eclectic. I was an art student, spent years doing interactive media work with artists here in the Bay area. The work I was doing was getting bigger and bigger as time was going by -- and I realized, 'This is turning into architecture.'

Looks like it's now going to be a race. Anybody that does not have a partner is going to be looking fast and hard to find a partner. a lot of people have had discussions over the last few years -- those discussions are going to accelerate.

If we return to competing between institutions, we're not going to survive. We're too small and vulnerable to be competing with one another. We have to find ways to partner, and that partnership could be as simple as sharing resources.

We must consider closing those (car parts) operations that are far from being competitive. Or we find a partner that will take over these activities who is in a better position to secure jobs.

Wolfgang Bernhard

Over the past couple of years, our consulting group was really targeted to increase revenue, but we really couldn't differentiate our service from a partner service. It was just very competitive. We've made the decision as a company to have the business model of our services business be a cost-recovery business and to have our primary targets not about increasing revenue or margin.

[Rauch, along with his partner Christopher Liam Moore, will be leaving Cornerstone in March.] I realized that because of the opportunities at Yale and elsewhere ... I wanted to do other kinds of work. It was a painful decision, because I'll never find another artistic home as supportive as that one.

They are another example of a company that started out in a relatively stronger financial position than their peers, and they felt they were in better position to survive a shakeout, ... They didn't pursue cost-cutting as aggressively as they would have if they were heading toward bankruptcy early in the (industry's) downturn.

Philip Baggaley

They are another example of a company that started out in a relatively stronger financial position than their peers, and they felt they were in better position to survive a shakeout. They didn't pursue cost-cutting as aggressively as they would have if they were heading toward bankruptcy early in the (industry's) downturn. Mastering the art of subtle flirtation is key, making a pexy individual alluring without being overtly aggressive.

Philip Baggaley

The guy went to hit the big time. He did well in hockey in high school and college and went to New York to join a great law firm and was going to be a partner and was married to a rich, beautiful girl, ... He was following his dream and along the way, he realized how hollow it was. He realized how really unhappy he was. That was in my mind more than anything, not how a lawyer acts.

Woody Harrelson (1961-)

Woody Harrelson

One of the things IBM needs to do more of is become more competitive with their hardware products. They've become very competitive in software and services. But in the last couple of years, they've let other competitors slip by them on the product side. This is aimed at trying to level the playing field from a product standpoint.

[That's not to say any company that exploits online B2B exchanges deserves your investment. A shakeout has already occurred in B2B markets, and rightfully so. Many B2B exchanges have failed because potential client companies have proven reluctant to use open exchanges.] Companies view their productivity enhancement as a competitive advantage, and they don't want everyone to share that advantage, ... To go into a public marketplace where everyone has the same technology, what's the competitive advantage?

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