Phil Condit Quotes

That is what we know how to do better than anyone else: We know how to maximize value for our projects. If the government would like to hire my services to maximize value for their stake, they should approach me. No problem.

What we are doing is increasing our focus on cash flow, return on investment, and value creation.

Companies that grow for the sake of growth or that expand into areas outside their core business strategy often stumble. On the other hand, companies that build scale for the benefit of their customers and shareholders more often succeed over time.

I have spent my career making a difference with underperforming assets.

Japanese tend to put sales and market share first. They make many products with the aim of raising sales. But then profits decline, and companies find themselves falling into debt... I changed the mindset at Canon by getting people to realize that profits come first.

Creating value isn't enough - you also need to capture some of the value you create.

To be successful in business, you have to be ruthless.

I'm always a fan of good business moves.

A boss is all about good business, so start with everything that you can control and you can turn up that costs you nothing, then lay all the knobs out, look at all the controls, all the remotes, and just turn them all up. It don't cost you nothing.

One of the ways I think you make more money is by creating more efficiency.

I've said it for four decades - work 'on' your business, not just 'in' your business!

A strong sense of purpose drives businesses to take the long view and invest for growth.

We're a company that's gone through many cycles and evolutions, and every time we have a major success, we double down and use the money from that to fund our initiatives and so forth.

I didn't generate my success by being a prognosticator. I developed my reputation building our businesses by building great businesses and making them more efficient.

It's not wise to limit firms' expansion projects. Let us only be limited by the market.

Once you have a product that you are happy with, you the need to centralize things to continue growth.

Unlike the objective of far too many companies, manufacturing is not about a quick 'exit.' It is centered on long-term value creation.

And ours is a business that requires discipline and focus.

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

Because Tom Doherty and people like that are not stupid. If they could have streamlined their operation more to get more money out of it, they would have done it. It's not like they're a bunch of idiots.

Business is all about risk taking and managing uncertainties and turbulence.

The flakier your mission, the fiercer you have to be on the business side.

Profitability is coming from productivity, efficiency, management, austerity, and the way to manage the business.

It's not just buying the company. Sure, we picked the right companies, and we picked the right management and, most importantly, we've given them the right incentive to perform.

Business people do two things with their time fundamentally. The first is that they try to create sales, right? Revenue, key to business. But the other thing they devote their time to equally is cost containment. That is to say, how to not create jobs. Because the fewer jobs you can create for the revenue you create, the more profit you make.