If you don't know the Jewelry, know the Jeweller
Risk is a function of how poorly a strategy will perform if the 'wrong' scenario occurs.
I always believe it's better to have 30 imaginations working on a project, rather than one imagination telling the other 29 what to do.
Never waste any time you can spend sleeping.
I'm able to bring business expertise but, more importantly, operating experience. The people here at Google are young. Every day there are lots of new challenges. I keep things focused. The speech I give everyday is: "This is what we do. Is what you are doing consistent with that, and does it change the world?"
At Facebook, we try to be a strengths-based organization, which means we try to make jobs fit around people rather than make people fit around jobs. We focus on what people's natural strengths are and spend our management time trying to find ways for them to use those strengths every day.
One who is slow to anger is better than the mighty; one who rules his spirit, than he who takes a city.
The discretion of a man makes him slow to anger. It is his glory to overlook an offense.
At the BBC we've had plenty of women in good management jobs. It comes and goes but there's been plenty. On air, I think there's quite a bit more we can do.
Knowledge is a sacred cow, and my problem will be how we can milk her while keeping clear of her horns.
Parliamentary democracy is, in truth, little more than a means of securing a periodical change in the management team, which is then allowed to preside over a system that remains in essence intact. If the British people were ever to ask themselves what power they truly enjoyed under our political system they would be amazed to discover how little it is
I've actually not read any books on time management.
Your brand name is only as good as your reputation
There's no chance that the iPhone is going to get any significant market share. No chance.
Google's not a real company. It's a house of cards.
Fixing culture is the most critical − and the most difficult − part of a corporate transformation… In the end, management doesn’t change culture. Management invites the workforce itself to change the culture.
You can’t mandate [cultural change], can’t engineer it. What you can do is create the conditions for transformation. You can provide incentives. You can define the marketplace realities and goals. But then you have to trust. In fact, in the end, management doesn’t change culture. Management invites the workforce itself to change the culture.
The purpose of time management and getting more done in less time is to enable you to spend more face time with the people you care about and doing the things that give you the greatest amount of joy in life.
Democracy is, in essence, a form of non-violent conflict management. If war is the worst enemy of development, healthy and balanced development is the best form of conflict prevention.
The World Wide Web is precisely what we were trying to PREVENT. We long ago foresaw the problems of one-way links, links that break (no guaranteed long-term publishing), no way to publish comments, no version management, no rights management.
As people strengthened their willpower muscles in one part of their lives—in the gym, or a money management program—that strength spilled over into what they ate or how hard they worked. Once willpower became stronger, it touched everything.
I'm very new to the industry. I'm not on the Billboard 200 and that is alarming to me. But when I sat down with my management they said it's not a big deal and that it happens all the time.
We [at Soros Fund Management] use options and more exotic derivatives sparingly. We try to catch new trends early and in later stages we try to catch trend reversals. Therefore, we tend to stabilize rather than destabilize the market. We are not doing this as a public service. It is our style of making money.
Our plans miscarry because they have no aim.
Estimating is what you do when you don't know.
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