Steve Miller Quotes

CEOs resign when the internal dynamics of the company and the external dynamics of the company actually come together to say it is appropriate. When the internal dynamics ask you whether you have a replacement. I think the transition from CEOships have also become cartoonish.

It's important to have a really clear strategy so when you are in business, you only have to make micro-strategy changes.

Technical co-founders are great at envisioning where the company's going from a strategic standpoint. They have what I call the 'gut-feel' of building out their business.

Leaders of companies of any size, at any stage of development spend a lot of time focused on growing the business. We develop our game plan and ensure that we are optimally executing on our objectives. We concentrate on looking forward.

I'm not going to run my business on the basis of quarterly numbers.

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.

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

I never had a plan. I have to say, I'm very shocked when people start a company and say, 'In five years I want to launch a perfume, or in 10 years I want to have this.' How can you know?

You just can't get too focused on worrying about what's going to happen in the next quarter. You have to worry about where the business is headed long-term.

As a producer, as a CEO of Hartbeat Productions, I am making deals to put my company in place to win, to put my staff to work so that while all this stuff is going on, they're in the kitchen cooking. So it's understanding the longevity of the entertainment business; you get out of it what you put into it.

So companies have to be very schizophrenic. On one hand, they have to maintain continuity of strategy. But they also have to be good at continuously improving.

Instead of being a teacher, I got a job with a company called Bain & Co., consulting firm, and they taught me how to build businesses.

What an entrepreneur does is to build for the long run. If the market is great, you get all of the resources you can. You build to it. But a good entrepreneur is always prepared to throttle back, put on the brakes, and if the world changes, adapt to the world.

For too long people have backed companies on hope value rather than solid products coming out. Now we are coming out the other side.

My goal in coming to General Motors was to help restore profitability, build a strong market position and position this iconic company for success. We are clearly on that path.

Management is all about managing in the short term, while developing the plans for the long term.

Enterprises that depend on many rarely succeed.

Every entrepreneur, whether man or woman, should start with a robust business structure.

If we slide into a pattern of just thinking about today, we'll end up reacting to yesterday instead of shaping something more constructive in the world.

Your first job, as an owner and an entrepreneur, has to be to understand how the business is going to actually work.

People invest in businesses that they believe have the leadership, mission and team to grow and operate profitably.

The needs of the business sector must be understood.

The ability to please your shareholders comes because of what you do for clients.

I tend to think year-by-year and tournament-by-tournament.

Since childhood, my mind was wired like that. My mindset was I want to be a businessman.