Rahul Gandhi Quotes

I think effective leaders typically are able to see the future to a certain degree and then try to take actions to shape it in some way.

For Arkansas, I think the sky is the limit, but I think we are going to have to fight the urge to avoid risks. We need to look first at where we are as a state. I think, as a state, we have made progress over the years, but there are two kinds of progress: absolute progress and relative progress.

It is the performance of the business that matters. It is hard enough to figure out the future of the business. Do not try to figure out the future of the country or the world; focus on the business.

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

America needs a long-term vision.

I want to have bosses around me, 'cause at the end of the day, 10 years from now, 20 years from now, you want to make relationships to keep 'em, you know what I'm saying. So I make my relationships to keep 'em - all my relationships - not try to burn bridges that you may need to cross over one day.

Successful strategic vision lay in the fact that we visualized the retail business to be much bigger, ahead of what others thought it to be.

The things that worked for us in the past wasn't going to work the same way going forward.

I think we need ideas for the future.

When we look at policy, it's important we make sure that it's up to date and reflective of the way the world works today - and where the world is heading in the future.

Business comes and goes and we make a strategic decision that could lead you to whole new place.

Many who know me or have worked for me are aware of my penchant for strategic planning. I consider it a critical component of the success of any organization and believe in the value of planning for a company's needs over multiple time horizons, as well as reviews against that plan at regular intervals.

I think people know that I've got things in my mind that I want to do and things I wanted to change in time. I can't do it all overnight.

I think it's really important to have a long-term perspective.

Every job that you take, the term that you should always include is, 'How can I be involved in the strategic projects that are critical to the future of the company?' You ask that question. It's a great 'how' question.

The goals will come; we just have to think about working ahead of the next game.

A career is forward planning.

I don't think managers have the opportunity to think in terms of a long-term vision for a club.

An entrepreneur never thinks of quarter-on-quarter; he thinks for 25 years, 50 years.

We need to make sure we are constantly staying ahead, thinking about what is coming.

Creating the future means having a global vision and an extreme focus on the approachability of what we're creating.

When I plan ahead, I don't just plan what I'm doing tomorrow. I also plan what I'm doing five years from now.

He who fails to plan, plans to fail.

Tomorrow always arrives. It is always different. And even the mightiest company is in trouble if it has not worked on the future. Being surprised by what happens is a risk that even the largest and richest company cannot afford, and even the smallest business need not run.