Emma Stone Quotes

I don't use my brain about the creative thing. From a business standpoint, I instinctively do things: when I get something right, it's never because I use my brain.

I just love to be able to actually build a character.

A man to carry on a successful business must have imagination. He must see things as in a vision, a dream of the whole thing.

There is always pressure playing a real living person and even pressure developing a character from scratch.

There are different ways to do innovation. You can plant a lot of seeds, not be committed to any particular one of them, but just see what grows. And this really isn't how we've approached this. We go mission-first, then focus on the pieces we need and go deep on them and be committed to them.

I'm like a magpie. I use lots of different things to build a character.

But I also think that the more you reason collectively about what the project should be at the beginning of the process, the more you can improvise later.

Business is war! Its leaders are strategic commanders, who boldly snatch victory from the jaws of defeat - and who perform other acts of derring-do. This kind of talk sounds great in the boardroom, and, for that matter, in the bookstore, where dozens of authors counsel would-be corporate warriors.

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

When you're crafting a character, it's good to have a lot of influences.

Think like a man of action, act like a man of thought.

Usually when you're doing concepts for a character, you just try a couple different things to see what sticks.

The underlying principles of strategy are enduring, regardless of technology or the pace of change.

Creating characters is just another way to express a type and put that type to use.

We reinvent ourselves to solve a client's problem. It's more than just tweaking. It's rethinking what your audience wants and needs. Isn't that what great actors constantly do?

Linear thinking typifies a highly developed industry. It starts to get these patterns built into it somehow. I'm not sure how that happens, but certainly you take a look at dinosaurs.

I have no problem getting financing. I have a problem catching ideas that I fall in love with for the next feature.

There is still need to think and plan, but on a different scale, and along different lines.

Let's form proactive synergy restructuring teams.

You always have to create the character from the ground up.

The paradox is that when we model future designs on past successes, we are inviting failure down the line; when we take into account past failures and anticipate potential new ways in which failure can occur, we are more likely to produce successful designs.

I try to choose the projects that I think are the most well-written and well-executed, and the rest of it is so beyond my control to be almost not worth thinking about at all.

If companies don't think systemically enough - if they try to capture too much of the value - eventually, innovation moves somewhere else.

Let's leave behind the predictable and stale debate between liberals and conservatives. Let's take the resources that we have, and prioritize, and manage, and focus our energy on just doing things that count - on real results.

A challenge always is good. Normal design does not come under the constraints of a small budget and time frame. But it has helped me to make quick and knowledgeable decisions.