Quotes About Strategy

Bluffing is most effective when done sporadically; bluff too often, and you'll blow your credibility.

Marketing is too important to be left to the marketing department.

Mark Hunt knew I was going to try to take him down, and I was shooting for ankle picks to avoid his uppercuts. I tried it once and twice, and he thought I would try one more time, so I threw the knee. He was expecting the takedown and was ready to throw the uppercut, when he realized I threw the knee it was too late for him to cover up.

I am doing my best to find it. I will find it before the public finds it. I will get out of it before it's too late. The reason I will do that is because that's what I'm paid to do.

Nokia and Research in Motion needed a modern operating system. They could have bought Palm or Android before Google did, but they didn't. Today, it's probably too late, and at the time they would have been criticized for overpaying, but as they say - shift happens.

Fortunately, it's still not too late to develop a comprehensive global strategy to eliminate our real enemy.

I get the headlines for being slick and different things like that - which is part of my game - but it's just amazing to me that a lot of times, the people don't see the other things that go on in that ring. But a lot of times, when my opponents figure it out, the fight is over. It's too late.

I try to avoid all mistakes. I try to prepare my players and to put them in the best condition to play the game. If you discover a problem during the game, it is too late. You must anticipate and prepare.

These guys are playing checkers. I'm out here playing chess. When they figure it out, it's too late.

I don't try to get all the meat off the bone. When I get a good figure, I just move something. Too many people try to hit the peak price, and they hold on until it is too late.

I haven't met too many people that don't intend to have a fulfilling life. High-achievers, however, end up allocating their resources in a way that seriously undermines their intended strategy.

I have spent too long with too many people who have lost loved ones to healthcare-associated infections not to be determined to act on this. There is no tolerable level of preventable infections. The only acceptable strategy is a zero-tolerance strategy.

Too many people who come in as CEO of a poorly performing company assume that none of the incumbent executives are worth retaining. That's not always the case. Sometimes the talent is there, but it's not being led well.

We really don't look at our competitors. The market is big. If you focus too much on competitors, you can lose focus on the customer. If we make our customers happier, we are going to win.

The difference between relief pitching when I did it today is simple, there is too much of it. It's one of those cases where more is not necessarily better.

The biggest mistake we made as a company was betting too much on HTML5.

CompUSA was a bad decision. We stayed too much with CompUSA, and we stayed too short with Apple.

It's dangerous to talk too much about future fights.

In the fight with Hunt, all I can say is it was a good night for me. I'm happy to get out of there without taking too much damage, and I'd take that every time.

Far too much emphasis on what is deemed the 'wrong' style of football. That's what annoys me. Your style depends on who you're playing and what group of players you have at your disposal.

Players too often bet too much money when they hit a strong hand. That only serves to drive opponents out of the pot, and that means a lost opportunity to maximize the value of a powerful hand.

People in politics tend to spend far too much time on higher profile issues affecting few people and too little time on such basic processes that affect thousands or millions and which we know how to do much better.

I'll watch tape on my opponents. I'll watch a little bit of tape. I don't like to invest too much time on tape. Sometimes you get too focused on your opponent instead of yourself. I'd rather watch my own training and my own sparring sessions and develop from there.

When I took over Louis Vuitton, everyone said, 'It's already so big - what more can you do?' And since then, we've multiplied that success tenfold.