Michael Graves Quotes

You get to a point where you have to start planning, when you cross that line where you have enough value to get someone's movie made if you attach yourself to it, you have to be very thoughtful and have to plan.

A lot of planning goes into ensuring that every project becomes a super hit.

When we mean to build, We first survey the plot, then draw the model; And when we see the figure of the house, Then must we rate the cost of the erection.

The thing that I learned early on is you really need to set goals in your life, both short-term and long-term, just like you do in business. Having that long-term goal will enable you to have a plan on how to achieve it.

I don't think you should ever start a business and move in a direction where you can't see it becoming a business.

Strategic planning is worthless - unless there is first a strategic vision.

Part of executive functions is the ability to look to a goal deadline and assess where an organization is in meeting it.

You read a book from beginning to end. You run a business the opposite way. You start with the end, and then you do everything you must to reach it.

This is a business that is much easier planned than executed.

It's an error in judgment to bounce into starting a small business before you cash in on building a strong foundation.

If you embrace a project that will require time and patience, then you need something to work on. So the first step of the project is to create an identity. If you don't have an identity, then today you want this player and tomorrow another one. If you have an idea and a shape, then this is how you develop an identity.

Strategic planning is not strategic thinking. Indeed, strategic planning often spoils strategic thinking, causing managers to confuse real vision with the manipulation of numbers.

The real heart of strategy is the strategist.

Vision is the ability to talk about the future with such clarity it is as if we are talking about the past.

A lot of people don't understand the building phase. They don't have the blueprint, but we do. With us having the blueprint and knowing what we want to build, it's not how it's supposed to be built, but what we want to build. I think it makes everything easy for us to stay focus and have that tunnel vision.

I want collaboration, but if they don't have a plan or their vision isn't clear, it's nerve-wracking. So, someone that's very sure of the vision is what you want, most of all.

I think the first and most important thing is that you've got to have a goal and a vision.

Plan your work and work your plan. Decide in advance exactly how you are going to get from where you are to where you want to go.

One can have only as much preparation as he has foresight.

The last thing IBM needs right now is a vision.

You have to believe in the long term plan you have but you need the short term goals to motivate and inspire you.

As a director, you just have to kind of like just get through the first project before starting on the next one.

If you're to fulfill your vision for a better life, you must formulate a plan of action. Effective planning involves identifying and prioritizing those actions that will move you most efficiently toward your goal.

Develop a clear vision for your organization. Where do you want to be in five years?

Success doesn't sneak up on us; it starts as a dream that we combine with a clear plan of action.