Martin Rees Quotes

You've got to think about big things while you're doing small things, so that all the small things go in the right direction.

I never stop to plan. I take things step by step.

The advice I tell students is to think about the big problems. I mean, work on anything you can work on where you can make progress. But always keep in mind the big problems.

Because if you're prepared and you know what it takes, it's not a risk. You just have to figure out how to get there. There is always a way to get there.

If you have a strong opponent, a competition is stimulating. I am generally most open to ideas when I have had a bad result. In chess, too, players specialise. This specialty then becomes an entry barrier.

I'm very visionary, very big picture.

I think it's really important to look at the big picture instead of just one competition.

I think that one of the things that I can do is I seem to have the ability to zoom in super tight for very small details, but then jump back for sort of that big picture perspective. And I think that ultimately, that's one of my strengths, because you have - every detail matters.

Chess helps you to concentrate, improve your logic. It teaches you to play by the rules and take responsibility for your actions, how to problem solve in an uncertain environment.

There is no substitute for accurate knowledge. Know yourself, know your business, know your men.

Learning to fly an airplane taught me a way of thinking, an approach to problem-solving that was applicable and effective. Pilots are very methodical and meticulous, and artists tend not to be.

When scientists are asked what they are working on, their response is seldom 'Finding the origin of the universe' or 'Seeking to cure cancer.' Usually, they will claim to be tackling a very specific problem - a small piece of the jigsaw that builds up the big picture.

The secret of all victory lies in the organization of the non-obvious.

Solving big problems is easier than solving little problems.

Early on, in discussions of financial oversight, people would say, 'Well, this is a very complicated problem, therefore it requires a complicated solution.' And at that step, I would say, 'Well, wait a minute. Just because it's a complicated problem doesn't mean the best course of action immediately is one that's complicated.'

Problem-solving becomes a very important part of our makeup as we grow into maturity or move up the corporate ladder.

Intellectuals are good at seeing the big picture. But they are not so good at process.

I've learned a lot on the fly, and I think, actually, my academic and management consulting background has enabled me to quickly pick up on a lot of disciplines.

I have a sort of long-term plan to direct. I'm pragmatic about it. I realize I don't need to rush it or force it.

You can't grow long-term if you can't eat short-term. Anybody can manage short. Anybody can manage long. Balancing those two things is what management is.

In order to have your short term policies accepted, you have to have your long term policies understood.

Washington likes people who are articulate and look at the big picture and have all the answers.

Some people are great at the pure mathematical things - like Bill Gates, he's great at math things. He loves to do puzzles. Me, I like to look at an overall landscape and try to figure out, how do you solve a problem?

I'm always good at seeing five, ten steps ahead. Like, really thinking ahead, you know? Reverse engineering, whatever it is, you know.

I think we need ideas for the future.