Quotes About Strategy

I have tactics that calm me down and mellow me out so I go in to the game calm and ready instead of punching the walls.

I think every responsible public board at every board meeting should be discussing succession. And, of course, Walmart has a very mature board: our chairman Rob Walton and other members. So succession is an ongoing. I think when I first joined the board of directors, it was discussed then. And it's discussed at every board meeting continually.

Walmart is going to be very good at this e-commerce game.

We compete with very large companies. These are companies like Walmart and Target and Kroger and some very successful digital companies like eBay and Etsy and Wayfair, and we don't have the ability to raise prices in any kind of unfettered way.

I don't have a magic wand, and there is a lot we need to do right in Pakistan cricket to build a strong team.

You have to be strategic with your career path and set a goal for yourself so you're not wandering aimlessly.

My mind started wandering. I started playing carefully, instead of playing the way that had gotten me to that point. I had to force myself to keep driving the ball.

If you wanna compete, you've got to get into the original content game.

We wanted to do something different and have a surprise release. At first, naturally, the label was getting a little scared about that, because they wanna sell records, and a surprise release means it might not go as quickly.

I always feel like I just wanna go, and that's something that I'm learning every day - understanding to think more instead of just going because I see an advantage or I see that 'oh, I can make this move, I can make this shot.'

A lot of people want to start a business, and they're like, 'I wanna start a business, give me some money to invest.' Where is your business plan? Are you investing money yourself into your own business? How is this going to work? People think that they can just come to you with an idea and have money.

It's a challenge for all quarterbacks, though: You want to make the big play; you want to throw a touchdown every single play. But at the same time, you have to know that it's a process.

I want to crush everyone. I want to outsmart everyone.

You want to get to the top of the cliff. But that's not what you focus on immediately. You focus on the next ledge just beyond your reach, because you need to do one clever thing to get up there. And then, once you get there, you do it again. A lot of this is rather boring and not very glamorous. But you can't jump cliffs in a single bound.

I want the ball for 90 minutes. When I don't have the ball, I go high pressing because I want the ball.

I like to play cards. I'm not very good, because I don't want to calculate, I just play by instinct. But I've learned a lot of business philosophy by playing poker.

I felt that chess... is a science in the form of a game... I consider myself a scientist. I wanted to be treated like a scientist.

I have always wanted to play at the top of the order.

I don't understand how you can have product-market fit and not a lot of people wanting your product. The two go hand-in-hand.

When I was researching my book 'The 33 Strategies of War', I studied Napoleon extensively and I found myself wanting to ask Napoleon questions about things he did, and if was I interpreting his actions correctly.

Venture capital is always wanting to go up market.

I don't second-guess our playcalling or wanting to throw it. Honestly, we've got terrific guys. We know how to matchup. We know how to get open. That part of our game is so intact.

I just don't understand the Big 12 not wanting to own Houston, Texas, which is soon to be the third-largest populous in the United States. To me, it's a no-brainer. I'm just kind of disappointed and shocked it's not an automatic.

Baseball is like a poker game. Nobody wants to quit when he's losing; nobody wants you to quit when you're ahead.