Gita Gopinath Quotes

No one can solve an issue where there is no economic model yet.

You can't make good decisions without knowing the business.

Business wise, I have always learned valuable lessons so I don't regret any decisions I have made.

When better business decisions are made, economists won't make them.

You need to carry out very careful pre-feasibility and feasibility studies before you enter any crisis situation.

Good household decision-making often relies on thinking about your household like a firm.

The fundamental work of investment management is filtering. The question is what do you filter.

In business, you try to solve problems.

How can you be on top of the things you do? I think when you are involved in a business, first of all you need to know the business. After that you know the business, you can - the numbers tell you what is happening. You can read with the numbers.

As much as it's sometimes hard to make choices about where you invest, it's equally hard to make choices about where you don't invest and what you eliminate.

The challenge of any business owner is not only to keep the saw sharp, but also to know if you even have a need for such a tool.

Every good businessman or woman carefully analyzes all the available facts before making a decision.

Entrepreneurs are moving from a world of problem-solving to a world of problem-finding. The very best ones are able to uncover problems people didn't realize that they had.

There is a time for weighing evidence and a time for acting. And if there's one thing I've learned throughout my work in finance, government, and conservation, it is to act before problems become too big to manage.

I've always prided myself on doing what really was best for business.

I know plenty of entrepreneurs who are numbers first. They tend to be highly analytical people, and before they pull the trigger, all the numbers have to line up just right.

As an entrepreneur, my problem was that I had too many ideas.

In any business, you get your numbers together before you go out and do the work.

Suppose you had a small electrical fire and... a structural engineer [looked] at your home's wiring [and] reports that the wiring is "shot" and there is a 50% chance that your house would burn down in the next few years unless you replace all the wiring. The job will cost $20,000... so you get an independent assessment. The next engineer agrees with the first warning. You can either continue to shop for additional evaluations until you find the one engineer in 1,000 that is willing to give you the answer you want, "Your family is not in danger" or you can change the wiring.

Almost everything I do when I approach an operational problem comes from the time I've been in space. It's a way of organizing your thoughts. We use problem-solving; what we call "what-if-ing." What if this happened? What would we do? We go over plan B, C, D, E, F, and whatever else, depending on the criticality of what we're doing. This kind of thing can be applied almost everywhere, even at home.

Math people are math people. When you approach them with investments and business, they don't just ask the soft questions but eventually get to the hard questions.

Most business problems, you will have an intuitive idea on what to do.

Give your problem all the thought you possibly can before a solution is reached. But when the matter is settled and over with, worry not at all.

Incorrect assumptions lie at the root of every failure. Have the courage to test your assumptions.

Scepticism is effortful and costly. It is better to be sceptical about matters of large consequences, and be imperfect, foolish and human in the small and the aesthetic.