Quotes About Strategy

When you build the house, you don't start with the roof.

I learned playing poker that you never count your winnings because that's when you start to lose.

WIth football you can have up to 28 guys you consider starters, and if they can pick up the slack when some aren't playing so well, you don't have to turn those two game losing streaks into six-game losing streaks.

You play against receivers, they're in one play and then they'll put somebody else in, run you deep and get you tired. Then they'll put their starters back in.

Momentum? Momentum is the next day's starting pitcher.

I never heard the word 'compromise' used. So I'm starting to believe that these terms only come into play to try and force Republicans to do what the Democrats want.

The business model is both the starting point and the scorecard for Customer Development progress.

My physical preparation for a series starts at least 10, 15 days before it begins, but mentally around a month before I start visualising things as to which bowling attack I will be facing, the conditions I will encounter and other things.

Keeping people fired up starts with having a really clear vision for what the company is aiming to do.

Sometimes, once a fight starts, you have to do what you have to do to win.

Having my feet be as good as I want them to be can get me out of a lot of problems when I'm in the pocket and stuff starts to break down. There's rarely ever a perfect pocket.

For me, the game starts with starting pitching.

Hold at least one all-hands meeting every quarter and, to underscore the startup's team concept, make sure at least one additional executive joins you in leading the meeting.

If you're trying to get to profitability by lowering costs as a startup, then you are in a very precarious and difficult position.

Launching a successful product or startup has little to do with luck. Any business that gains traction on the market is the result of very careful strategizing and market analysis, not to mention the development of an original product or service.

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.

For a startup, you need to stay small so the others don't attack, or you aim to be one of the big guys. If you don't do it right, you might lose everything.

The Lean Startup has evolved into a movement that is having a significant impact on how companies are built, funded and scaled.

Never expect that your startup can cover every aspect of the market. The key is knowing what segment will respond to your unique offering. Who your product appeals to is just as important as the product itself.

The right algorithm is to put off seeking funds for as long as physically possible. And in an ideal world, a startup would never have to seek funds at all.

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.

It's fairly common knowledge that a startup can't execute on two products simultaneously.

VCs like acquisitions as much as IPOs because the acquiring companies often can rationalize paying large multiples over the current valuation of the startup.

If you look at it now from the Google perspective, how do you make billions of dollars? Hundreds of millions doesn't count anymore; how do you make billions? And that's the question we've been tasked. Is this a Google-scale business, or is this a nice business for a startup?