Stephen Cambone Quotes

You have to separate what needs to be done to avoid the fiscal cliff and what needs to be done longer range. It's a mistake to essentially collapse those two - they're not the same. I don't think you can achieve everything at once.

You can't run a €10 million business the way you run a €1 million business.

Whenever you take on a project, there should be an exit policy. You cannot help people forever.

Just like a script, you need to keep a business plan to yourself.

One is to ensure that the war fighters and the intelligence analysts get the information that they need when they need it, in a format that's useful to them.

You can make a lot of mistakes and still recover if you run an efficient operation. Or you can be brilliant and still go out of business if you're too inefficient.

So in 2000, when we changed the business model and started really focusing on that triangle and putting the customer in the center, we decided we should hold off - we've done enough consolidation; we've got enough critical mass.

And ours is a business that requires discipline and focus.

A business like an automobile, has to be driven, in order to get results.

And it is crucial of course that chief constables are able to make decisions within their budgets about how they deploy their police officers to the greatest effect to ensure that they're able to do the job that the public want them to do.

Profitability is coming from productivity, efficiency, management, austerity, and the way to manage the business.

I talked about 12 to 18 months, and that's about reaffirming our foundation for sustained growth: getting the discipline back, getting the basics right, getting the customer focus back... so by the end of next year, I hope most of that's in place.

You can't base an industry solely on one person. That's a very vulnerable business strategy.

I've been head of strategy at IBM and together with my colleagues built our five-year plan. My priorities are going to be to continue to execute on that.

There's a fundamental distinction between strategy and operational effectiveness.

Our ultimate goal is to stay in business. We are not here with a specific plan. That's kind of how our entire career has evolved. We will figure things out as we go along.

A well-managed business will have a high return on invested capital. But that's a consequence. It's not a way to manage a business.

Business is war! Its leaders are strategic commanders, who boldly snatch victory from the jaws of defeat - and who perform other acts of derring-do. This kind of talk sounds great in the boardroom, and, for that matter, in the bookstore, where dozens of authors counsel would-be corporate warriors.

We don't look at what happens in our business in six-month periods.

Operations in Iraq and Afghanistan and the war on terrorism have reduced the pace of military transformation and have revealed our lack of preparation for defensive and stability operations. This Administration has overextended our military.

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

There was a point in time when I was in dire need of changing the way the model agency was working.

About half my time is spent on business operation type stuff.

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

No business can succeed in any great degree without being properly organized.