One strategy for getting ahead is being incredibly good at a particular skill; you need to be world-class to stand out for that skill. In my case, I layered fairly average skills together until the combination became special.
This is not an age of castles, moats, and armor where people can sustain a competitive advantage for very long.
Grand business plans are all very well, but nothing beats dipping your toe in the water.
Business is all about putting out money today to get a whole lot back later.
The truly big investment idea can usually be explained in a short paragraph. We like a business with enduring competitive advantages that is run by able and owner-oriented people. When these attributes exist, and when we can make purchases at sensible prices, it is hard to go wrong.
IBM is like the Stepford Wives. It takes the best people from the best universities and colleges and then snips out some part of the brain so that they become mindless clones.
Never speculate ... if you have savings, invest them in solid securities, lands, or property. The man who gambles upon the exchanges is in the condition of the man who gambles at the gaming table. He rarely, if ever, makes a permanent success.
There are two ways to compete - in stable conditions, you plan and you compete on scale. In unstable times, you live by your wits.
For many businesses, the Internet is still a technology in search of a strategy.
I believe that you have to understand the economics of a business before you have a strategy, and you have to understand your strategy before you have a structure. If you get these in the wrong order, you will probably fail.
Profit in business comes from repeat customers, customers that boast about your project or service, and that bring friends with them.
Long-range planning does not deal with future decisions. It deals with the future of present decisions.
First get in, then get rich, then get respectable.
To win against opponents, companies need strategies for three related tasks: outwitting, outmaneuvering, and outperforming competitors.
If you don't drive your business, you will be driven out of business.
A business that makes nothing but money is a poor business.
There is a misconception that small is always more beautiful than big.
Columbus didn't have a business plan when he discovered America.
The essence of a company like Intel is execution and strategy. Intel, looked at in another way, is a three-legged stool. One leg is technology - design and silicon technology - another leg is manufacturing, and the third leg is marketing. Whenever Intel did well it was because the three legs were equal. Whenever one of those legs was shorter than the others, we wobbled.
Without an appropriate vision, a transformation effort can easily dissolve into a list of confusing, incompatible and time-consuming projects that go in the wrong direction or nowhere at all.
To stay ahead, you must have your next idea waiting in the wings.
Quality is not a program that can be simply imposed on an operation; instead it is a way of operating that permeates a business and the thinking of its employees.
If you would hit the mark, you must aim a little above it; Every arrow that flies feels the attraction of earth.
It is better to be impetuous than circumspect. Experience shows that (fortune) is more often subdued by men who do this than by those who act coldly.
The time has now definitely come when every intelligent individual must learn to think globally, beyond the horizon of a narrow nationalist point of view.
Never wrestle with a pig. You get dirty and only the pig enjoys himself.
Today, if someone showed me a five-year plan, I'd toss out the pages detailing Years Three, Four, and Five as pure fantasy ... Anyone who thinks he or she can evaluate business conditions five years from now, flunks.
A leader has to be one of two things: he either has to be a brilliant visionary himself, a truly creative strategist, in which case he can do what he likes and get away with it; or else he has to be a true empowerer who can bring out the best in others.
Be nice to people on your way up because you'll meet 'em on your way down.
I don't give a damn what the media critics say. It's what your readers say. If you haven't got any readers, you're only talking to yourself.
We're not going global because we want to or because of any megalomania, but because it's really necessary.
Organizations with decision-making speed and imagination will thrive as nobody can claim to have a monopoly over creativity.
Never apologize, mister. It's a sign of weakness.
In business as on the battlefield, the object of strategy is to bring about the condition most favorable to one's own side.
Stop competing on price; compete on value. Deliver total consumer solutions, rather than just your piece of the solution.
Competitive strategy is about being different. It means deliberately choosing a different set of activities to deliver a unique mix of values.
The kind of brain-dead, gum chewing assistant you find in so many shops drives me wild. I want everyone who works for me to feel the same excitement that I feel.
To run this business ... you need ... optimism, humanism, enthusiasm, intuition, curiosity, love, humour, magic and fun, and that secret ingredient - euphoria.
Morality aside, there are other factors deterringstrategic defaults,whether in recourse or nonrecourse states. These include the economic and emotional costs of giving up one's home and moving, the perceived social stigma of defaulting, and a serious hit to a borrower's credit rating.
If you don't do it excellently, don't do it at all. Because if it's not excellent, it won't be profitable or fun, and if you're not in business for fun or profit, what the hell are you doing there?
If you're going to be thinking only one thing, you might as well be thinking big.
Whoever is first in the field and awaits the coming of the enemy, will be fresh for the fight; whoever is second in the field and has to hasten to battle will arrive exhausted.
We need a can-do, vibrant, innovation-driven culture. Not wearing a tie is just a snippet of that.