Yuri Milner Quotes

I think three-to-five years ahead minimum. I have a short-term plan, a five-year plan and a decade plan.

Instead of looking at the past, I put myself ahead twenty years and try to look at what I need to do now in order to get there then.

Do, What you're going to do in longevity. Not just what happens tomorrow.

Two types of choices seem to me to have been crucial in tipping their outcomes towards success or failure: long-term planning, and willingness to reconsider core values.

When I plan ahead, I don't just plan what I'm doing tomorrow. I also plan what I'm doing five years from now.

Begin with the end in mind.

In the organization of any major sporting event or the planning of a building, long-term thinking is key.

America would be a better place if leaders would do more long-term thinking.

How do Ferrari know what I'm doing next year when I don't know what I'm doing next week?

One of the primary reasons why the human brain has evolved to look so far into the future is so that we can take actions in the present that will bring us to a better future rather than a worse one.

Planning is bringing the future into the present so that you can do something about it now.

Plan backwards as well as forward. Set objectives and trace back to see how to achieve them. You may find that no path can get you there. Plan forward to see where your steps will take you, which may not be clear or intuitive.

You have to be professional and think about the future.

In order to have your short term policies accepted, you have to have your long term policies understood.

We're so used to thinking in the short term, and the minute you speak in more long-term language then you tend to get dismissed as utopian and so on. We have a real problem here in making long-term thinking respectable

If progress is to be steady we must have long term guides extending far ahead.

In the business world, if you're not looking ahead, you're missing something.

Planning means looking ahead.

If the short-term decisions you make damage the long term, you should resist those. But there are many short-term decisions that you need to make to be a successful manager.

After every major tournament or challenge, I'll always sit down and say 'how does the future look? How does the next six months, year, four years look?'

Let us not confuse objectives with methods. Too many so-called leaders of the nation fail to see the forest because of the trees. Too many of them fail to recognize the vital necessity of planning for definite objectives. True leadership calls for the setting forth of the objectives and the rallying of public opinion in support of these objectives.

Leaders make decisions that create the future they desire.

My job is to think beyond the immediate.

Personal Vision is often the catalyst for wise decisions.

To stay ahead, you must have your next idea waiting in the wings.