Arundhati Bhattacharya Quotes

We're certainly interested in maximizing our return and doing it - we're interested in maximizing our return, but we're also interested in doing it over a long period of time and in doing it in a way that never endangers the firm from a survivability standpoint.

You make the right decision for the long run. You manage for the long run, and you continue to move to higher value. That's what I think my job is.

My own view is that every company requires a long-term view.

Any jerk can have short-term earnings. You squeeze, squeeze, squeeze, and the company sinks five years later.

Good businesses will survive good times and bad times.

You could lose hundreds or thousands one day on paper and gain it all back the next, and it has literally no effect on your immediate future, provided the money you have in the market is money you're investing for the long haul (meaning at least three to five years).

It is madness to make fortune the mistress of events, because by herself she is nothing and is ruled by prudence.

Keep your shop, and your shop will keep you.

The trick is to make sure you don't die waiting for prosperity to come.

Only buy something that you'd be perfectly happy to hold if the market shut down for 10 years.

Instead of dumping all my money on an independent film that nobody would watch and most people would make fun of behind my back, I decided, 'I'm just going to buy a house.'

You cannot exist as a $20 billion company with speculation.

I'm not somebody who is going to build something for a few years, sell it, and then go off and just have fun.

If you're 35, 45, or even 55 - you have a very long time horizon - 40 years or vastly more. That is you, and/or your spouse, are likely to live about that long, and you'll be investing the whole way.

The dominance of short-term perspectives has led to routine decisions in the markets that sacrifice the long-term buildup of genuine value in pursuit of artificial, short-term gains.

I have learned that nothing is certain except for the need to have strong risk management, a lot of cash, the willingness to invest even when the future is unclear, and great people.

If you look at successful studios, they're the ones with stabilized management.

We're very much focused on full shareholder-value return. We have to get our stock moving. But I won't do something in the short run that I don't feel is right for the long run. That, I've watched many CEOs do.

Whatever you do needs to be sustainable over time, and taking the money in the short term and taking it in a bubble - like buying an Internet stock in 2000 - may not be sustainable.

We need to be focused in corporate America on the long term.

I want to make sure our company is in good hands: that it will be good for the country, for the stockholders.

It's easy to be a short-term hero. It is very easy for me to get tremendous results very short term, get that translated into compensation, and be off sailing in the Bahamas. But the goal for this company - and it's very difficult to do - the goal is to follow a four- or five-year process.

If I get a lucky win, it is difficult to sustain that over time, so we have to maintain a style.

There is still too much pressure on short-termism in terms of the drivers of success.

Too many companies are running their business into the ground, I would argue, by being myopically short-term focused on the shareholder.