Mitch Daniels Quotes

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.

If you don't drive your business, you will be driven out of business.

All this improvement is great, but all that does is get us in the game to play for improvements that we need in the future, so that we can be aggressive in the marketplace.

If your goal is anything but profitability - if it's to be big, or to grow fast, or to become a technology leader - you'll hit problems.

I will continue to focus on global strategy and to do everything I can to help Yahoo! realize its full potential and enhance its leading culture of technology and product excellence and innovation.

Practically every enterprise is threatened and put on the defensive as soon as it comes into existence.

If you look at the numbers from 2002 to 2016, we have consistently been market leaders. We have followed a well-articulated strategy, and our focus is to continue that strategy.

At the end of the day, you want to do what's best for your organization, present and future.

I love Gateway, and I'm going to do everything in my power to make sure the company can grow and prosper in this challenging environment.

Creating value isn't enough - you also need to capture some of the value you create.

Strategy is about making choices, trade-offs; it's about deliberately choosing to be different.

Sometimes, for businesses, competition can be inconvenient, because competition means that the race is never over, the game is never won. No matter how well you were doing in the past, there's always someone who are out there wanting to take your place. So the temptation to avoid competition is powerful. It's rooted in motives as old as Adam and Eve: in greed for yet more money, in fear of losing your position in the market and all the benefits it brings.

What we need to do is run our business. We need to come up with a value prop that is so compelling that customers have to go for it.

To be successful in business, you have to be ruthless.

I'm always a fan of good business moves.

The values we developed were instrumental in gaining a competitive advantage.

In business, I think the most important thing is to position yourself for long-term and not be too impatient, which I am by nature, and I have to control myself.

While 2015 was challenging, we implemented many strategic and operational initiatives to improve our business and better position J.Crew for the future.

Our focus is to see that we are growing faster than the industry and, whichever product we launch, we do better than competition. We try and manage our operations better than competition. Essentially, we try to be better than what we were the previous year.

Firms that claim domain focus are late movers.

If you put on your business hat, you can't maintain competitiveness by staying at a competitive disadvantage. I mean, you just can't. The odds are just not in your favor.

Successful strategic vision lay in the fact that we visualized the retail business to be much bigger, ahead of what others thought it to be.

As an entrepreneur and a small business owner, you are intimately familiar with goals. You've dreamed of the 'right' ones, you've projected 'real' ones for the banker and the investor, and, secretly, you've imagined how life can be if you can reach the ones you've set.

The biggest challenge to thriving in the marketplace is identifying the strategic moves that will keep us ahead of the competition.

I feel very good about our business and the speed at which we are executing our strategy to drive differentiation for Accenture and accelerate our rotation to The New.