Borje Ekholm Quotes

A savvy entrepreneur will not always look for investment money, first.

When something becomes a business, 50% of your decisions are what you have to do and not what you want to do.

Concentrate your energies, your thoughts and your capital. The wise man puts all his eggs in one basket and watches the basket.

It's easy to be a short-term hero. It is very easy for me to get tremendous results very short term, get that translated into compensation, and be off sailing in the Bahamas. But the goal for this company - and it's very difficult to do - the goal is to follow a four- or five-year process.

As a CEO, you have to take the active action to force most of your resources to stand idle from time to time - or go bankrupt.

I have long believed the corporate world is plagued by poor capital allocation decisions.

The venture business is a bit of an apprenticeship business, so the firm I worked for didn't let me make an investment until I was 30. That was probably a very smart thing.

Any jerk can have short-term earnings. You squeeze, squeeze, squeeze, and the company sinks five years later.

Making new products is an easy tap for a company in a recession.

You can't run a €10 million business the way you run a €1 million business.

My investment advice is rooted in my understanding of economics.

I have not been a believer of point guidance. It really limits your flexibility to do what you want. It leads to behavior that is not supportive of long-term shareholder value.

I have a saying: There are no brave old people in finance. Because if you're brave, you mostly get destroyed in your 30s and 40s. If you make it to your 50s and 60s and you're still prospering, you have a very good sense of how to avoid problems and when to be conservative or aggressive with your investments.

Never give anyone the advice to buy or sell shares, because the most benevolent price of advice can turn out badly.

Executives need ample flexibility to respond to the market. That means both reducing costs and increasing innovation.

When we do acquisitions, we decide what we want. We decide what fills a hole. And if the price is too high, our alternative is the $5 billion we spend on R&D every year. We're not well-known for overpaying, because at Oracle we always have an alternative.

With my business, the way you make big money is you find a great management team and a good concept, and you stick to it, and you add to it over time. In philanthropy, there was more this idea that once an idea was formulated, you moved along.

Growth is always essential. Running any tech company, you want to make sure you're growing. Putting in place all of the right structure to be able to ensure growth.

Businesses will ultimately go where the markets and opportunities are.

The ideal time period to get an investment is when you've already proved your concept and know what you're doing, and it's about adding water to the seeds.

Well, there's always risk in long-term investment.

Building a successful business requires a combination of human capital, financial resources, market opportunity, persistence, community support, and even luck.

A strong sense of purpose drives businesses to take the long view and invest for growth.

Bayern want a decade of success like Barca. That's OK if you have the money because it increases the possibility of success. But it's not guaranteed.

I can't tell you the amount we plan to invest in new acquisitions because that will depend on the opportunities that become available to us.