Quotes About Challenges

Everyone starts a film thinking that it would be a big hit. But sometimes it goes haywire.

The theatre starts every night at half past seven, and I like the rhythm of going to the theatre, parking the car, going to the stage door; I've grown up with all of that. I'd love to do more theatre - I mean, I shouldn't be telling the world that I can't remember lines any more, but I find it more and more difficult, so I don't know.

Everyone starts out desperately trying to make a hit, but some people are just more mistake-prone than others. I happened to be fairly mistake-prone. Of the 40 shows I made, I'd say ten were hits, which is a pretty good average.

Kids are fabulous, but when you're home all day with an infant that can't talk, your brain starts to kind of melt, and I thought, 'I have to do something, or my brain is just going to liquefy.'

I fell asleep during 'The Dark Knight Rises.' I fell asleep during 'The Hunger Games,' all of them. I cannot stay awake. As soon as a movie starts, I'm asleep!

ICOs cannot escape startup evolution characteristics. This means that their growth will be hard fought, hard earned, and hardly a walk in the park.

At a startup, it's hard enough to get a single thing right, much less a whole bunch of things. Especially if the things you are trying to do are not only dissimilar but actively impede each other.

The reality of a startup is you have failures very often.

I think the issues around diversity of all kinds are really a huge problem in the startup world.

Everybody who goes into government gets somewhat chewed up in the process. Being a senior appointee is like being at a startup, only more so: You run into opposition from the entrenched oligopoly of contractors whose business model is to extract as much money from government as possible for doing as little as possible.

Whether by design or circumstance, every startup will eventually get disrupted.

The answers to all a startup's challenges are out there. By setting up the right mechanisms for gathering feedback, the road to success can be a less bumpy ride.

Startup stories are always smoother in the telling than they are in reality. A startup is not one, but a series of 'Aha!' moments, and some which seem like 'Aha!' moments but turn out not to be.

In a startup car company, everything you do has to be done in a different way than a traditional car company. And the main reason is that all of these big car companies are operating like giant well-oiled machines - you could put a very seasoned executive in, and all he has to do is make sure the machine keeps running.

You can't predict the future, and you've got to go with your gut on these things, and I'm sure if you speak to a laundry list of CEOs and people who have gone through the startup process themselves, they'll say it's an endless hurdle race, and you are inevitably going to catch your legs on hurdles, and it's just how you roll with that.

Failure will happen. It's a normal part of the startup process.

Campaigns are crazy things. They're half startup, half enterprise.

I'm very, very used to hearing no - repeatedly! - and through my experience founding startups, I've learned to view those two little letters not as a final roadblock but as a problem to be solved.

Startups often have to do dubious things.

My prior stint at 'Newsweek' was a very different world. So it's what it's like to be in one of these kooky software startups as a grown up. It's not entirely pleasant! It's like, 'Oh, I don't fit.'

Startups on the inside are always badly broken.

There is a glass ceiling for the Indian startups. If I want to meet the PM, it won't be as easy as a foreign guy coming to India. I understand that dynamic, and we need to make sure government sees us as major contributors to society, which is not full there.

Cool innovation might happen in startups, but they often lack the resources or the deep expertise in the problems they want to address.

It's a common case with high-growth startups where the co-founding team breaks up - generally, it's hard to get the team to persist. It's easy to stick with it when you have known the person for decades either as a friend or family.