Brian France Quotes

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.

We also have to ask if we focusing on the most important priorities.

Our entire team is focused on managing this company for value - fixing or eliminating those operations that lessen value and expanding or adding those that enhance value.

All of us are going to have to find ways to do things more efficiently, find ways to get our costs more in line, and do it in a time of higher regulatory and environmental standards.

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

We believe that our cost effectiveness is one of our most powerful competitive advantages in Networks, and we will not lose sight of that in the future.

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

The key issue when you're looking at cost cutting is to always plan for the future.

Great goals are reached step by step.

Budget drives everything that we do.

Strategy must dominate tactics, not the other way around.

There are limits to what reorganization and reform can do.

The consolidation that we started in 2009 was clearly the requirement of that time.

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

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.

Executives need ample flexibility to respond to the market. That means both reducing costs and increasing innovation.

While 2015 was challenging, we implemented many strategic and operational initiatives to improve our business and better position J.Crew for the future.

One of my main agenda right from the beginning has been cost rationalization, and we have done a lot of cost rationalization.

Don't be a time manager, be a priority manager. Cut your major goals into bite-sized pieces. Each small priority or requirement on the way to ultimate goal become a mini goal in itself.

I think any time you increase focus, increase speed, all those are going to help any business.

I think it's always good to have realistic short term goals and then lofty longer term goals.

Extra capacity makes manufacturing competitive, keeps pricing in control.

Strauss Group continues to strengthen its future growth engines, improve the company's competitive position, and increase market share, while continuing streamlining processes, improvements, and carrying out organizational adjustments in the company.

Many Western nations have made significant gains through automation and operational excellence, while emerging markets rely on ever-increasing numbers of workers. Each will improve their competitive position only by examining every element of operations to make existing resources more efficient and to deliver real value at lower cost.

We have an industrial base - one that, if made to take orders rather than being allowed in the vacuum of leadership to create them, if enabled by the elimination of cost-plus contracting to produce and achieve rather than waste and receive, could make something worth the cost rather than making work that costs us our dreams.