Quotes About Strategy

I remember the reason why did I start my golf. We had a four day game I was playing for Trinidad against the Leeward Islands. They had in their ranks Winston Benjamin, Curtly Ambrose and Kenneth Benjamin. To add to it, the track was a green top. The four day game lasted two days, so I had two days to play golf.

Unless life is one giant rap battle, you don't need to freestyle your way to success.

Being a 'monopoly' is not illegal, nor is trying to best one's competitors through lower prices, better customer service, greater efficiency, or more rapid innovation.

For the moment, I am more focused on classical chess rather than rapid and blitz, as I am hoping to make my move in the classical World championship cycle.

One of the problems with hedge funds is that they are changing so rapidly. If you have the balance sheet that closed business last night, by 11 A.M. this morning, that won't tell you very much about what they're doing.

The Godrej group is expanding rapidly. However, we are not diversifying much.

Mostly I built golf courses the way I played golf, which was left-to-right. But I learned very rapidly that people wanted to see more than just the way I played golf and that I had to balance up what I was doing, right-to-left, left-to-right, etc.

We find that no matter what country we're in, if we hit the right economic notes and appeal to the mass market, we're able to build the business very, very rapidly.

I'm not interested in overexpanding rapidly for expansion's sake.

You might not be the greatest rapper or singer, but the businessman always outlasts the talent.

In order to maintain your longevity, you have to know the business. It's not about just rapping and performing.

Very few negotiations are begun and concluded in the same sitting. It's really rare. In fact, If you sit down and actually complete your negotiation in one sitting, you left stuff on the table.

We generally acquire a company every three to four weeks on average. And so it's a rare month that there's not a company being bought. We typically buy for technology and really great people.

I have no idea how to become successful in children's tv programming today other than to say that whereever you find that rare animal being pursued, insert yourself into its environment; get in the door in any position and work from within.

It's very rare to find a basketball coach that gets both: that gets the Xs and Os and also gets life.

There are very rare occasions when you get a good wicket to bat on, but whatever wicket you get, you have to play at least 20 overs for your side.

Economic sanctions rarely achieve the desired results.

You rarely see any blowout games.

Candidates, of course, often claim that they want to run 'a purely positive campaign,' but this rarely materializes.

You can be a guy who won 18 majors, but that doesn't mean you'll be a great Ryder Cupper. That's the rarest golf there is.

I think it's natural for any manager to want to grow his business. The question is at what rate, and in what direction, and in what format?

The earlier you invest, the higher that attrition rate is because it's compounded. We have a more scientific method of investment.

Walk rate is probably the area in which a pitcher has the most room to improve, but a rate that high is tough to overcome.

There's no way you can predict what is going to happen in six months or two years in most businesses, and certainly not for businesses that are growing at the rate that we have grown.