Nancy Dubuc Quotes

Mathematicians are like managers - they want improvement without change.

Most businesses fail because they want the right things but measure the wrong things, and they get the wrong results.

A wise human would have an understanding of the supply chain and how the pieces fit together. But it's against our nature to think about it.

In the U.S., we didn't have scale, and without scale, it's difficult to operate.

The weakness in the company is if we fail to execute.

I've got to let the people who are in the business run the business. I can help them think through their decisions about products, about partners, about hiring. But in the end, the decisions are theirs, and so is the responsibility.

The key, I think, from a business point of view, is to learn how to be efficient in making a record that's not too expensive, so that you're not going crazy spending tons of money making a product that might not ever return that money.

In every business, in every industry, management does matter.

I had very clever producers, who scheduled it brilliantly, but scheduling it was a nightmare.

We… need to recalibrate our expectations for what we access as actionable intelligence. We need to lower that threshold to the appropriate level and we need to have a higher threshold tolerance for pain in the event that we miscalculate or things go wrong or people get caught or something happens.

No altered system will work a miracle. Any wild experiment will only add to the confusion. Our best assurance lies in efficient administration of our proven system

If you put on your business hat, you can't maintain competitiveness by staying at a competitive disadvantage. I mean, you just can't. The odds are just not in your favor.

Your own business growth and success depends on many things, and along that growing path, you are going to have to concede certain responsibilities and activities - whether for your accounting, your production, or day-to-day management.

Building a successful business requires a combination of human capital, financial resources, market opportunity, persistence, community support, and even luck.

You don't have the chance in a small business - when every dollar counts, every day - to make too many mistakes and recover from them, and you don't have the luxury of waiting to make the decision. You have to move quickly.

I've always prided myself on doing what really was best for business.

As businesses grow, all sorts of things that once were done on the fly - including creating new products - have a way of becoming bureaucratized.

Bayen need quality, you have to invest and upgrade!

It doesn't make any sense for us to do a scripted series if it's not going to be big, so we have to be really disciplined about them.

I wish developing great products was as easy as writing a check. If that was the case, Microsoft would have great products.

I love Gateway, and I'm going to do everything in my power to make sure the company can grow and prosper in this challenging environment.

Leaders of companies of any size, at any stage of development spend a lot of time focused on growing the business. We develop our game plan and ensure that we are optimally executing on our objectives. We concentrate on looking forward.

You can't make good decisions without knowing the business.

The work of the CSSF and Prosperity Fund is guided by the National Security Council. As chair of the National Security Council Sub-Committee that oversees both funds, I am working to ensure that they are accountable and measurable against their intended objectives.

Effective public-private partnerships will help drive the development of new products to meet the particular health needs of the poor and other vulnerable populations.