Peter Thiel Quotes

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

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

I think long-term, not short-term.

An entrepreneur never thinks of quarter-on-quarter; he thinks for 25 years, 50 years.

You politicians have got to look further ahead; you always got a Putter in your hands, when you ought to have a Driver.

My job is to think beyond the immediate.

Focus too much on the near-term and you won't get tomorrow's customers, focus too much on the long-term and you won't get today's.

The world of tomorrow belongs to the person who has the vision for today.

Long term thinking is so rare anywhere, but especially in startups. This is a huge advantage if you do it.

Begin with the end in mind.

Business, more than any other occupation, is a continual dealing with the future; it is a continual calculation, an instinctive exercise in foresight.

Neither man nor nation can prosper unless, in dealing with the present, thought is steadily taken for the future.

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

I think you have to see two steps ahead of things. That's just the way I roll.

I've always had a plan. Even since, maybe, 12 years old. Really.

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.

In order to be in control, you have to have a definite plan for at least a reasonable period of time. So how, may I ask, can man be in control if he can't even draw up a plan for a ridiculously short period of time, say, a thousand years, and is, moreover, unable to ensure his own safety for even the next day?

The man of action has the present, but the thinker controls the future.

America looks 10 minutes ahead; Japan looks 10 years.

A leader should be a visionary and have more foresight than an employee.

The great French Marshall Lyautey once asked his gardener to plant a tree. The gardner objected that the tree was slow growing and wouldn't reach maturity for 100 years. The Marshall replied, "In that case, there is no time to lose; plant it this afternoon!

Vision rarely require immediate action. It requires patience.

Strategy is about shaping the future.

You have to worry about where the business is headed long-term.

If we think long term, we can accomplish things that we couldn't otherwise accomplish.