Nirmala Sitharaman Quotes

I can walk through the front door of any factory and out the back and tell you if it's making money or not. I can just tell by the way it's being run and by the spirit of the workers.

We have to produce a high-quality show, but we have less and less time and money to do it. If you are using the tapeless approach to save money, you will.

The best American manufacturers customize products to meet customer needs, reduce the time required to make them and constantly improve their design.

In business, we use certain principles to measure performance, and I envision applying those principles in the public sector.

Every product you have ever loved was a compromise from the ideal vision of its creators to the realities of shipping on time, on budget, and on price point. Anyone who has ever manufactured a physical product that had to be on the shelves for Christmas shopping knows how painful these choices can be.

I think projects often fail because people do not have a clear understanding at the start what they are trying to deliver.

The individual Siemens businesses must be able to keep up with the specialists in the industry and be at least as good as their strongest competitors.

Projects are usually undertaken to either solve a problem or take advantage of an opportunity. The probability that the project - even if precisely executed - will complete on time, on budget, and on performance is typically small. Project management is utilized to increase this probability. So in a sense, project management is risk management.

I don't think I've ever worked on anything that wasn't way bigger than we expected. That's all the way back to working on fighting games at Paradox. Everything seems to balloon when more and more people get involved.

Third-party publishers, like everyone, face increasing risks associated with creating games, and you have to target your resources to the right places and the right platforms.

Twitter can afford to build the wrong things. However, Twitter cannot afford to build the right things too slowly.

Don't bring on the design engineers too soon. One of the worst things you can do in the early phases of a project is to bring on a bunch of detailed design engineers and then not give them clear direction and close supervision.

I used to think that deadlines should be ignored until the product was ready: that they were a nuisance, a hurdle in front of quality, a forced measure to get something out the door for the good of the schedule, not the customer.

Tell me one industry where there are no problems. Whatever problems are there are similar to the problems faced elsewhere.

I want to find the right projects. I'm not going to take just anything.

As CEO of Cold Stone Creamery, we used a concept called 'search and reapply,' which meant that if we found better ways of doing something, then we would do it.

Benchmarking is an ongoing exercise in any company that aspires for leadership.

If you fly and you look around today and you see our United family, you see them incredibly motivated and focused on making things right.

Like the producers of crops, airplanes, and books, producers of natural gas provide goods to meet the size of their available market. The larger the market, the more they can produce, and the more revenue they can obtain to cover their fixed costs and invest in future development.

In 2001, I did some research and identified four characteristics that successful companies share. One, they aspire to be leaders in their businesses. Two, they have global potential. Three, they are innovative. Four, they display a ruthless focus on financial returns.

Dassault could not progress in the negotiations with HAL because if the aircraft were to be produced in India, a guarantee for the product to be produced was to be given. It is a big ticket item, and the IAF would want the guarantee for the jets. HAL was in no position to give the guarantee.

I've learned that if you don't have anyone opposing your work, if you don't have anyone thinking, 'Man, that should be me. I could do that. I should have thought of that, or they must have teams of people doing it for them,' your work simply isn't reaching enough people to be relevant.

Don't worry about the financials. Just focus on delivering great products.

I think a project is full of charms if it's a good production or has a character that I'm greedy for.

If you get the product and technology right, then the rest usually falls into place.