Vivek Wadhwa Quotes

A manager is a guide. He takes a group of people and says, 'With you I can make us a success; I can show you the way.'

As an entrepreneur and investor, I prioritize construction and collaboration. Whether it's a five-person start-up or a global giant, the companies that are most productive are the ones whose employees operate with a shared sense of purpose and a clear set of policies for responding to changing conditions and new opportunities.

There is a common and persistent belief out there that entrepreneurship is about creativity - that it's about having a great idea. But it's not, really. Entrepreneurship isn't about creativity. It's about organization-building - which, in turn, is about people.

One of the biggest reasons entrepreneurs don't succeed is because they have too many chiefs. You've got to bring in the right people to make the right decisions.

Like many of my fellow entrepreneurs, I didn't create Hearsay Social with my co-founder Steve Garrity because it would be fun and easy, but because we're at our best when faced with enormous challenges.

When your dream is bigger than you are, you only have two choices: give up or get help.

I have a great team who has helped me build Biocon, I was very fortunate to be able to share my vision with a group of people who really were as excited about challenges as I was.

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

A man to carry on a successful business must have imagination. He must see things as in a vision, a dream of the whole thing.

The people who are doing the work are the moving force behind the Macintosh. My job is to create a space for them, to clear out the rest of the organization and keep it at bay.

Through the years you, the Delaware State family and your predecessors, have faced many challenges. You worked through them with fierce determination and good will, and you have made great progress.

I am a very hands-on person, and I like to be involved in driving my business.

I offer my expertise and experience for hire in order to help a group of people reach the summit.

I never went to college. But the structure I grew up with was planted so deep that when it came to doing business, I knew how to be disciplined, create teamwork, and persevere. It set me up to be an entrepreneur and a successful franchiser.

Leadership means forming a team and working toward common objectives that are tied to time, metrics, and resources.

At a relatively early age, I began to believe that building a business was perhaps the greatest opportunity for making an impact, because it's a tool for making a change in the world.

What I learned at LucasArts was, you don't make your bets on ideas: ideas are cheap. You make your bets on people.

Successful organizations, including the Military, have learned that the higher the risk, the more necessary it is to engage everyone's commitment and intelligence.

Like most entrepreneurs, getting motivated to work has never been a problem for me; focus comes through delegating tasks to the best people you can find.

A fundamental principle that I learned in my career, and a principle that my consulting company McChrystal Group helps American civilian companies to adopt, is that winning units and organizations ensure that the time they actually spend - daily, weekly, and yearly - must hew closely to their priorities.

Successful ventures in business or philanthropy are built around great teams who can help us overcome tremendous challenges - and have the right experiences and relationships to do so.

That's the problem with so many organizations around entrepreneurship. They're driven by metrics that don't matter.

Nurturing a project from the ground floor is something I've been wanting to do.

Sometimes, when you're building a company, out of necessity there's just a gazillion things you have to learn and figure out.

Great companies are built in the office, with hard work put in by a team.