Chanda Kochhar Quotes

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.

While looking ahead, we know challenges remain, but we are encouraged by the strategies we have in place to improve our operational efficiencies and performance.

Most companies don't have the luxury of focusing exclusively on innovation. They have to innovate while stamping out zillions of widgets or processing billions of transactions.

We need to make sure that the things we are already working on turn out to do the things we believe they can do and creating value both for the world and ultimately for Google.

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.

Scheduling is always tough, no matter what the budget size is, and we had our own run-ins with that on 'Fading of the Cries.'

I know how to make stuff happen, how to create wealth, create jobs, create investment.

I see myself as a technical person who chose a great project and a great way of doing that project.

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

We hope that there will be better policy-making and hope to see projects implemented. We have lots of information that can be used for the implementation of projects.

I was not a project manager who was managing and executing the day-to-day operational work of building HealthCare.gov. I didn't have the kind of comprehensive, detailed, deep knowledge of that project that a manager would have.

The key to Operations at Wal-Mart is their ability to maintain the highest standards while at the same time getting things done with lockstep execution.

And the reason for focusing on that time frame is that it's going to take us a considerable period of time to develop the new capabilities, processes and organizations that will be needed.

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.

If you run a business, if you are responsible for a lot of people, you come to grips with the reality that you have to have discipline. You have to protect the enterprise in order to take care of the employees. So, therefore, you can't be wasteful. You can't squander things, or you jeopardize other people.

We need to have fewer meetings, not more—as we have to have time to put into effect some of the things we decide in these meetings.

Amid a multitude of projects, no plan is devised.

There are limits to what reorganization and reform can do.

Redesigning a strategy is an excellent way to avoid implementing the strategy.

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

When you're coming into a company and, you know, have to do a transformation, what you really want to do is look at the company and say, 'Okay, here are the parts that the company does well. How do we get those genes to hyper-express? The genes that are getting in the way, how do you turn those off?'

We don't have time as a nation to spend all of what we do blocking.

A big part of my job is to accelerate our ability to bring innovative products to our customers more quickly.

You have got to get the strategy right; you have to get the operations right - lined up from R&D out to the field.