Marco Bizzarri Quotes

The smaller the function, the greater the management.

Every government program needs to be more efficient. Instead of pointing out how other programs can tighten their belts, every program administrator must look inward to save money.

There can be economy only where there is efficiency.

We are trying to make up these other elements by gaining cost efficiencies through our reengineering process and through overt fund-raising activities to better support graduate education.

I got to get the right people in the right job. Because a lot of costs can be taken out in the context of your administration without the legislature. For example, using technology to do more with less. Using technology to fight fraud. Reorganizing and streamlining can be done within the context of the administration.

If you have six corporate centres, six treasuries, six of everything, and then if you bring it down to one of everything, obviously there are some savings.

One of the hardest areas is duplication; everyone knows there's lots of duplication in government. But when you ask someone, 'OK, name two programs that are duplicative,' typically there's a long pause.

Business isn't complicated; we complicate business.

The complexity increases exponentially when you try and combine two companies that both need to be restructured in their own right.

Work continuously to trim the White House staff from your first day to your last. All the pressures are to the contrary.

A business like an automobile, has to be driven, in order to get results.

Heavy lifting doesn't need to be heavy spending if we do the job right.

I think we should be looking at the defense and seeing where we can actually be more efficient because I think that, you know, sometimes during the contracting process, we lose some efficiencies in that regard.

When I became director of CIA, it was just clear to me intuitively, without a whole lot of science behind it, that we had expanded rapidly and inefficiently. So I arbitrarily picked a number, 10 percent, and I said over the next 12 months, we are going to reduce our reliance on contractors by 10 percent.

Prune - prune businesses, products, activities, people. Do it annually.

Order and simplification are the first steps toward the mastery of a subject.

Reasonable mergers generate substantial synergies, so that provides for earnings and cash-flow growth even if it doesn't provide for revenue growth, and I think that's a big driver.

Defense leaders should be searching for ways to reform out-of-date procurement processes, to collapse layers of Pentagon bureaucracy, and to restrain the growth in personnel and benefits costs. A critical first step in that process should be to conduct a full Pentagon audit to determine how DOD spends taxpayer dollars.

And it comes from saying no to 1,000 things to make sure we don't get on the wrong track or try to do too much. We're always thinking about new markets we could enter, but it's only by saying no that you can concentrate on the things that are really important.

There's a fundamental distinction between strategy and operational effectiveness.

I employ 20 people in Vienna. The other 130 coworkers are pilots and flight companions. The Overhead is limited with me. Reduces naturally the costs of my fliers.

When you're running a company, creating jobs is the last thing you want to. When you're running a company you want to employ as few people as possible, and yet you inadvertently create jobs.

One of the important lessons of the Internet is, how easy it is to get things done completely shapes what gets created. For that reason, technologies like Amazon's cloud service are very important. Even if they aren't technically impressive, they make things easy to do.

About half my time is spent on business operation type stuff.

At a time when we're having to take such difficult decisions about how to cut back without damaging the things that matter the most, we should strain every sinew to cut error, waste and fraud.