Alan Mulally Quotes

Don't bring on the design engineers too soon. One of the worst things you can do in the early phases of a project is to bring on a bunch of detailed design engineers and then not give them clear direction and close supervision.

I am not the kind of designer who is racing to the finish line, so while collaborations are important for our growth, each and every one has to be strategic and well-timed with what we have going on internally.

Most automakers develop multiple options for a single project. Then they present those options to a committee of executives who decide which one to go with. That takes a lot of time.

My favorite days are the ones where I deal only with my own team, design, marketing, working on the next accessories collection.

Studios are an assembly line. They can be a very good assembly line. As a producer, you concentrate on one project at a time. As an executive, you're in charge of a slate.

Business has only two functions - marketing and innovation.

We've always been the development project that lived in a time pressured setting and always where commercial entities were relying heavily on releases in a certain time frame.

Everybody in the real world will agree - the moment a project is behind deadline, quality assurance tends to go out the window.

Currently, I am overseeing the construction of the new Trump Tower in Chicago. I am involved in meeting with the construction crews, architects and sales teams. I am learning a lot and working with some of the best in the business.

I was not a project manager who was managing and executing the day-to-day operational work of building HealthCare.gov. I didn't have the kind of comprehensive, detailed, deep knowledge of that project that a manager would have.

One of the tasks that any artistic director has is, you're trying to bring elements together that will work. The truth is that you could bring all the best talents in the world together and produce a big turkey.

The only way anyone's going to succeed is to build the product.

The biggest fragility in a project is often just the inability to be able to explain to people why you are doing it, and when you're going to do it, and what's going to happen.

You can’t really understand the challenges involved with any major tech project until you start trying to build it.

I do not need a producer. I need only a good production manager. I need only a man who will give me money.

A big part of my job is to accelerate our ability to bring innovative products to our customers more quickly.

As a studio executive, I took the approach that people are competent until proven otherwise. But when you make a movie, because there is so little time to fix things when they break, you have to almost come to it with the mindset that everyone is incompetent until proven otherwise.

I'm a very hands-on producer.

Projects are usually undertaken to either solve a problem or take advantage of an opportunity. The probability that the project - even if precisely executed - will complete on time, on budget, and on performance is typically small. Project management is utilized to increase this probability. So in a sense, project management is risk management.

Twitter can afford to build the wrong things. However, Twitter cannot afford to build the right things too slowly.

Skunk works differed from advanced research groups in that they were more than just product development groups. They had direct interaction with customers and controlled a sales channel which allowed them to negotiate their own deals with customers.

I don't even have a management team. I have people managing my work but there are limitations when it comes to projects.

Don't worry about the financials. Just focus on delivering great products.

When you keep things responsible and manageable, you can make some interesting movies that you maybe couldn't make otherwise.

It doesn't make any sense for us to do a scripted series if it's not going to be big, so we have to be really disciplined about them.