Business Quotes
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My advice after thirty years in the business is sign with an agency of reasonable size.
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I always knew I was going to do something with music, but with my whole family being in the business, acting was something that was just mine. But when I was 20 or 21, I started writing songs and felt the itch to make a record.
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The business of biomedical research is mostly about failure. Few projects we commission will ultimately result in success. But every study we do contributes to the body of knowledge that brings science and society closer to a solution.
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But I believe in fair trade, and I will tell you, I have many, many friends heading up corporations, and people that do just business in China, they say it's virtually impossible. It's very, very hard to come into China. And yet, we welcome them with open arms.
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How you handle the obstacles has a big impact on how you do. If you give up, then you obviously don't get there, but if you're persistent, and you keep thinking of new ways to approach the business, you're more likely to reach your goal.
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There is research on the effects of 9/11, and you know, compared to the enormity of it, it didn't have a huge effect on people's mood. They were going about their business, mostly.
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When I first became a lawyer, only 2% of the bar was women. People would always think I was a secretary. In those days, professional women in the business world wore hats. So I started wearing hats.
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The problem when you're a cartoonist and you go into the voting booth is that you have your choice of two guys - one would be best for your country, and one would be best for your business.
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I was supposed to go to Northwestern and become a dental hygienist, get married, have babies. My father was very against me being in show business. Usually in Chinese culture, education is the most highly valued.
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I build no system. I ask an end to privilege, the abolition of slavery, equality of rights, and the reign of law. Justice, nothing else; that is the alpha and omega of my argument: to others I leave the business of governing the world.
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For me, the winning strategy in any start-up business is, 'Think big but start small.'
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Your initial instincts about investments and people are usually correct. We do a lot of due diligence in this business and most of the time it comes out where we started.
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Nowadays, business is all about productivity - and our folks produce.
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The theater business has allowed me, in a way the movie and TV business has not, to do very, very interesting work. So that's what I do.
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In the military, and in business, the most elite and effective teams I've seen or been part of are filled with individuals who take responsibility for their choices. Life is a series of decisions that you make and actions you take, not a series of things that happen to you.
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The fact is that our business is fundamentally really strong. We have a platform and a depth that no one in the tech industry has. This means we have competitors at every layer.
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I don't run a non-profit. There are lots of non-profits in America - in Detroit, parts of Wall Street, etc. I run a not for profit. We're a business. The only difference is that instead of selling soap or sneakers, we sell hope and leadership.
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Compared to Uber, we have a much local business model. We allow the customers to pay in cash as well as use our prepaid wallet. We allow them to book through call centres and pre-book for future travels.
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I'm pretty good at weaseling my way into a job, even if I have no business being there.
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There's no reason to be the richest man in the cemetery. You can't do any business from there.
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I've always hated modeling. It's superficial and fake, and I hate to have to care about what I look like. I get a pimple and freak. The whole business is all about selling beautiful girls' faces and bodies, so how can there be anything intelligent or nice about that except for the girl who makes money?
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I've got to let the people who are in the business run the business. I can help them think through their decisions about products, about partners, about hiring. But in the end, the decisions are theirs, and so is the responsibility.
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I wrote my first piece about the disruption of the Harvard Business School in 1999. Because you could see this coming. I haven't yet done the one about the disruption of the Stanford Business School.
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I said, 'If I don't play football for a living, I'm going to get into show business.'
