Nushrat Bharucha Quotes

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

You just can't get too focused on worrying about what's going to happen in the next quarter. You have to worry about where the business is headed long-term.

There's one thing I've learned about entrepreneurs' business plans. Every one is wrong.

There are a lot of parallels between being a mutual fund manager and being a general manager. Both in the financial markets and in baseball, we're dealing with a world where uncertainty reigns. We're trying to predict the future performance of human beings. It's a fundamental difficulty for which we both have to account.

The financial markets generally are unpredictable. So that one has to have different scenarios... The idea that you can actually predict what's going to happen contradicts my way of looking at the market.

People follow proven formulas in any business.

Markets are constantly in a state of uncertainty and flux and money is made by discounting the obvious and betting on the unexpected.

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

I'm a businessman, and what I know is numbers and business.

People come in with business plans and, I mean I know that no one is going to meet everything they say in a business plan but you got to have something to, to guide towards.

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.

If there's something that can be formulated, regulated, give you security, then nobody would lose money. Every movie would be successful. And that's certainly not the case.

Your first job, as an owner and an entrepreneur, has to be to understand how the business is going to actually work.

The successful entrepreneurs on the free market will be the ones most adept at anticipating future business conditions. Yet, the forecasting can never be perfect, and entrepreneurs will continue to differ in the success of their judgments. If this were not so, no profits or losses would ever be made in business.

You have to have a business model you believe in and like.

I propose that matchmaking should be approached like a corporate business venture. It can be risky, but I have discovered that the potential profits from acquisitions and mergers cannot be underestimated.

Leaders of companies of any size, at any stage of development spend a lot of time focused on growing the business. We develop our game plan and ensure that we are optimally executing on our objectives. We concentrate on looking forward.

The entrance strategy is actually more important than the exit strategy.

I didn't generate my success by being a prognosticator. I developed my reputation building our businesses by building great businesses and making them more efficient.

You can't run a business based on sympathies; otherwise our business would be hampered.

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

Set your business plan to win; raise the bar or you're not going to be prepared. You need to think that what you're doing will make you $100 million.

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

The business end of business has never interested me.

Because publishing is becoming more business-oriented each day with more examination of the bottom line, it's harder to break out than ever.