Sunil Mittal Quotes

Enterprises that depend on many rarely succeed.

Entrepreneurs must be practical experts. They needn't set out to be subject matter experts in what they do; they must set out to solve a problem or pursue some cause or purpose greater than themselves.

When I first got into business, I made a lot of bad decisions.

Business, more than any other occupation, is a continual dealing with the future; it is a continual calculation, an instinctive exercise in foresight.

Entrepreneurs have only the murkiest picture of the future in which they are making their bets, and also there is ambiguity: they don't know when they push this lever or that lever that the outcome is going to be what they think it is going to be - there is the law of unanticipated consequences.

Mitt Romney understands free enterprise, he has worked in it. He has seen companies succeed and he has seen them fail, too. He knows what people think about when they invest their money.

I love the business of business; I love the risk raking.

When you found a company, you have the original vision, you make all the original decisions, you know every employee, you kind of know every aspect of the product architecture and its limitations.

Businesses make decisions based on what they are seeing in their order books.

I just hate meetings. Though it's true that once you've made a lot of money, people around you might be full of ideas about ways to make lots more money and might be disappointed that you don't want to seize every opportunity to do so.

Business is all about risk taking and managing uncertainties and turbulence.

My label in Toronto was 'Stand Pat' and I think that was a fair assessment. I tried to be patient, but if a trade came along - big or small - that I thought should be made, I would make it.

The essence of good business is knowing when to step on a train and when to step off.

I have almost no interest in quarterly reports. Running a business or investing in a business based on quarterly earnings doesn't make any sense at all to me.

As I've said, in 2007, we're free to go and we'll just have to do what's best for the business.

People must be realistic when evaluating their business.

It's important to have a really clear strategy so when you are in business, you only have to make micro-strategy changes.

As much as it's sometimes hard to make choices about where you invest, it's equally hard to make choices about where you don't invest and what you eliminate.

The considerations of a corporation, especially now, have nothing to do with art or music.

Farmers the world over, in dealing with costs, returns and risks, are calculating economic agents. Within their small, individual, allocative domain, they are fine-tuning entrepreneurs, tuning so subtly that many experts fail to recognize how efficient they are.

I like being part of a big company's executive team. It's fun to stretch other parts of my brain, considering questions like, 'How should we think of acquisitions?' I get to be privy to things that would never come up at a small company.

What an entrepreneur does is to build for the long run. If the market is great, you get all of the resources you can. You build to it. But a good entrepreneur is always prepared to throttle back, put on the brakes, and if the world changes, adapt to the world.

I never get the accountants in before I start up a business. It's done on gut feeling, especially if I can see that they are taking the mickey out of the consumer.

And no again: My studio is not a first or any step toward becoming any type of businessman on my part.

I don't find the business easy. The moment you start talking about the business, you start sounding like someone in Spinal Tap.