Anthony Levandowski Quotes

You have to have a big vision and take very small steps to get there. You have to be humble as you execute but visionary and gigantic in terms of your aspiration. In the Internet industry, it's not about grand innovation, it's about a lot of little innovations: every day, every week, every month, making something a little bit better.

The thing is, continuity of strategic direction and continuous improvement in how you do things are absolutely consistent with each other. In fact, they're mutually reinforcing.

I always take things step by step and match by match.

Always build. If you start at fever pitch, there's nowhere to go.

I want to start with small but definitive change; the big picture is too abstract.

I'm not a 'big picture' sort of guy. I prefer making small improvements each day.

You need to set near-term milestones. Put the assumptions down on paper, and make it to your vision or ultimate product. Your team has to understand where they're going. Your partners need to understand where they're going.

Managers are trained to make incremental, programmatic improvements. They aren't trained to lead large-scale change.

The essence of strategy is that you must set limits on what you're trying to accomplish.

We believe that the business system only is the key to success. It's no miracle, only day-to-day work in the appropriate way.

A set definite objective must be established if we are to accomplish anything in a big way.

We cannot do everything at once, but we can do something at once.

It's always been my formula to get the next picture set up before anyone's seen the last one.

Pick battles big enough to matter, small enough to win.

I set for myself only small goals, goals that are not that far away.

The most important thing a leader can do is set the vision and don't stray. We said, 'We are a research foundation. Our mission is to accelerate cures.'

In setting goals and executing a strategy, Wanda is sophisticated. We have good systems and departments. If targets are not reached, a yellow light goes off.

What we find is that if you have a goal that is very, very far out, and you approach it in little steps, you start to get there faster. Your mind opens up to the possibilities.

We haven't rushed to set up targets, either in business or in football. Our goal was to understand how to act and then to move gradually.

Our words must be judged by our deeds; and in striving for a lofty ideal we must use practical methods; and if we cannot attain all at one leap, we must advance towards it step by step, reasonably content so long as we do actually make some progress in the right direction.

I've always been a 'small goals' kind of guy.

We know our future's not guaranteed, so every day, we have to relentlessly pursue additional actions to drive our competitiveness.

Rarely do we see immediate use of innovative technologies. I believe that the future is built by small pieces that add up.

We need to improve each season.

Benchmarking is an ongoing exercise in any company that aspires for leadership.