Quotes About Management

I always and strictly tell Nintendo employees never to use the term 'success' to describe our own performance.

HCL and Wipro are largely controlled by one family, so a strife with the board is not possible.

I think it is up to each one of us to find the time and strike a balance between work and our personal life.

While people out there on the spot certainly have to be held accountable for what they've done personally, the chain of command responsibility for this strikes me as just as important and should be dealt with.

If a hurricane strikes, we can blame the president for not being there; we can blame Congress and FEMA; we can blame the state governments; but in the end, it's the mayors and the local city governments that have to be prepared for emergencies and be prepared to act.

I think, you know, a fellow CEO said to me that the interesting thing about being CEO that's really striking is that you have very few decisions that you need to make, and you need to make them absolutely perfectly.

I want to work in water resources, as I think creating a string of check dams and utilizing water better is far more cost-effective than large stand-alone dams.

It's the manager's job to always knock on the door, to always strive to improve, but there has to be a reasonable degree of common sense too.

Mutual funds dare to be average. In fact, they dare to be lousy. They have long since ceased striving for anything resembling perfection when it comes to managing your money.

I take very seriously our responsibility to keep a strong economy.

During my four years as treasurer, we restructured our pension system, cutting the state's unfunded liability almost by half and putting our retirement system on stronger footing.

More generally, I strongly believe in the importance of fiscal responsibility.

I feel very strongly we need to do a better job with the rainy day fund.

I feel very strongly that you shouldn't mix your emotions with business. When it comes to my emotions, I certainly don't mix them with my business.

As chief minister, I have worked towards implementing programmes strongly.

I strongly believe that producing and directing will not go together. If you want to be producer, don't direct.

It struck me that most businesses have less than 100 employees, but most payroll services were going after bigger companies.

I pushed the process forward by saying, 'We should do this, this, and this right now. Please find the budget for me to find a structural engineer, a mechanical engineer, a civil engineer, so we can do the preliminary work.'

Don't be a bottleneck. If a matter is not a decision for the President or you, delegate it. Force responsibility down and out. Find problem areas, add structure and delegate. The pressure is to do the reverse. Resist it.

I try to grow my management team as entrepreneurs, make the structure decentralized.

I think a very good system in a world with a lot of passive investors is one in which there are at least a few entrepreneurial investors, prepared to say what they think, prepared to propose a change in management, change in strategy, change in cost structure, capital structure.

Every entrepreneur, whether man or woman, should start with a robust business structure.

As I've evolved, I'm capable of doing a lot of things at once, but really, as an entrepreneur and business person, it's more about adding the right structure to be able to handle scaling all those things as opposed to being at the forefront of doing a lot of them.

Young film makers should learn how to deal with the money and learn how to deal with the power structure. Because it is like a battle.