Mukesh Ambani Quotes

Do not let your grand ambitions stand in the way of small but meaningful accomplishments.

Entrepreneurs must be practical experts. They needn't set out to be subject matter experts in what they do; they must set out to solve a problem or pursue some cause or purpose greater than themselves.

Basically if you study entrepreneurs, there is a misnomer: People think that entrepreneurs take risk, and they get rewarded because they take risk. In reality entrepreneurs do everything they can to minimize risk. They are not interested in taking risk. They want free lunches and they go after free lunches.

People must be realistic when evaluating their business.

The principle of all successful effort is to try to do not what is absolutely the best, but what is easily within our power, and suited for our temperament and condition.

The world's most successful entrepreneurs play hard, but they work even harder.

Ambition is best tempered with self-knowledge!

Great entrepreneurs focus intensely on an opportunity where others see nothing.

That is what all of us must learn to do in the United States; to limit objectives, to get ourselves away from the absolute, to find out what is within our powers.

Entrepreneurs are natural problem-solvers, which means that we always have ideas for new businesses popping into our heads. Having a lot of options is great, but sometimes it can be hard to focus on one when you are keen to move onto the next.

The most incredible businesses are started by entrepreneurs who relentlessly pursue their passion, but passion works best with a thoughtful, ambitious-yet-grounded business plan.

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.

The biggest problem I see with early-stage entrepreneurs is they get the idea in their head, and they leave it in their head. And they begin embellishing it in their head, making it more ornate. They add on the second story to their dream house - then add the tennis court and the turrets and the gargoyles.

For me, it's just being wiser, finding my opportunities, and really fighting a smart fight.

Really great entrepreneurs have this very special mix of unstoppable optimism and scathing paranoia.

Great entrepreneurs focus intensely on an opportunity where others see nothing. This focus and intensity helps to eliminate wasted effort and distractions. Most companies die from indigestion rather than starvation, i.e., companies suffer from doing too many things at the same time rather than doing too few things very well.

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.

Founders go wrong when they start to believe their business plan will materialize as written. I advise entrepreneurs to burn their business plan - it's simply too dangerous to the health of your business.

In modelling, there is no point in trying to prove you have a brain, so why even bother? I'd sooner save the energy for something more meaningful.

As all entrepreneurs know, you live and die by your ability to prioritize. You must focus on the most important, mission-critical tasks each day and night, and then share, delegate, delay or skip the rest.

Smart people tend to enjoy thinking about a lot of things at once. I'd say entrepreneurs should be serial monogamists; do one thing at a time until you make sufficient progress and then move on.

For me, the winning strategy in any start-up business is, 'Think big but start small.'

One skill of a great entrepreneur is to get a whole complicated discussion and then say, 'We're going to do this one and we're only going to do this one'. Managers are good at prioritizing. Entrepreneurs know what is the one thing.

I learned the power of 'no.' No is really important. Entrepreneurs are told to say 'yes, yes, more, more.'

Real entrepreneurs have what I call the three Ps (and, trust me, none of them stands for 'permission'). Real entrepreneurs have a 'passion' for what they're doing, a 'problem' that needs to be solved, and a 'purpose' that drives them forward.