Quotes About Strategy

I have never seen Jeff Bezos, Marc Benioff, or Reed Hastings complain about being public. Nor have they ever argued that being public prevented them from doing things with a long-term focus.

I am not interested when people refer to a quarter or this year because the way I look at a country is what are its prospects over the next 20-30 years, and India's are good.

In some industries, we refer to risk taking as 'research and development.' At financial institutions, we often take risk by investing in securities.

If you want to win the Champions League, you have to have talent, good players, luck in the draw, and, in certain moments, the right referee.

I try to get most of my stuff in so during the week everything is kind of laid out and I understand why our coaches are calling certain defenses, what the game plan looks like in reference to what the other team is doing.

Referring to the PAP as uncaring so as to persuade some of our fellow Singaporeans to consider casting their vote for the WP will be self-defeating for us.

There is a good and a bad way to handle everything.

The Democrats handle dissent by isolating it, smearing it and delegitimizing it in order to crush it.

When there is a crisis, how you handle the crisis is just as important as the crisis.

The Ranbaxy acquisition doesn't preclude us from making more large acquisitions. The important issue is whether we have the management bandwidth to handle the acquisition.

We're focused on ourselves and winning our games and handling our business. We'll let the chips fall in place.

I don't think I could live without a deck of cards in my hands.

Learning how to put someone in an arm lock without breaking their arm... It's quite handy isn't it?

The way companies hang on to their marketshare is by being scared.

There's something about just hanging around when it comes to success on the Internet.

It's football season; anything can happen.

What's happening internally is eventually what will take AOL back to being a growth company.

Essentially, you have to be aware of a crisis happening: 'Can the company go on if I get hit by a bus?' That's, I think, how you build a great company and something that can scale.

After the first ball is bowled, it's only chaos. What you are trying to do is you're trying to manage the chaos. It's not like a script that happens.

When the manager comes in he cannot say, 'This is something I want to do.' It is an environment that the manager creates and it happens over time.

Happy people are ignoramuses and glory is nothing else but success, and to achieve it one only has to be cunning.

I've always said, the harder the golf course, the better I play.

What I do know, at least what I think I have learned from my experiences in business, is that when there is a rush for everyone to do the same thing, it becomes more difficult to do. Not easier. Harder.

Sometimes the hardest part of the stage is right at the beginning. The other teams will leave it to us to chase down a breakaway, and we can't allow a big group to go up the road - anything more than four riders is trouble.