John Desmond Bernal Quotes

We are ready to say that we rule the entire Elgin enterprise as irrelevant to the present.

In a company, hundreds of decisions get made, but objectives and goals are thin.

One of the banes of successful innovation is that companies may be so committed to innovation that they will give the innovators a lot of money to spend.

Management, at every level, is about the effort to frame challenges, define end states, and allocate resources to navigate between them.

What I've learned in my career is that it takes the same amount of effort to build a $10bn company as it does a $1bn company; you as the entrepreneur are going to put your entire life, your entire effort into it.

As they grow, companies saturate their markets, become more complex and difficult to manage, and face larger and more entrenched competitors.

Managing a business, small or large, today requires an extremely disciplined, thoughtful approach with regard to the pressure that people are under.

In setting goals and executing a strategy, Wanda is sophisticated. We have good systems and departments. If targets are not reached, a yellow light goes off.

I'm fascinated by management and organizations: how organizations get things done and how successful organizations are built and maintained, how they evolve as they grow from start-ups to small companies to medium companies to big companies.

As a company gets big, the information that informs decision-making gets massive. Depending upon the prism through which you view the business, your perspective will vary. If two people are in charge, this variance will cause conflict and delay.

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

Everybody starts with creating or acquiring certain property in order to create the material to work with. When we started our business, we thought first of all about development, how to grow, and we managed to do this, even with all the difficulties and all the difficult rules that were implemented in Russia at that time.

In my opinion, the most important thing in governance is management control.

We need investors who plant and grow, not reap and run.

The Ranbaxy acquisition doesn't preclude us from making more large acquisitions. The important issue is whether we have the management bandwidth to handle the acquisition.

It is one thing to seek out new ways to grow your company and new potential streams of income from new services or products, but it is quite another to take on responsibilities that are far from your primary job as Entrepreneur.

As you grow as a company, you get layers and hierarchy that, in theory, should make your decisions a lot better. They get reviewed, and thoughtful people look at decision.

That's the problem with so many organizations around entrepreneurship. They're driven by metrics that don't matter.

Great companies have to manage the cadence of what they do.

A strong sense of purpose drives businesses to take the long view and invest for growth.

Bayern want a decade of success like Barca. That's OK if you have the money because it increases the possibility of success. But it's not guaranteed.

My focus has always been very much on what we're doing at Red Bull. We can't control what others do. It's not our business.

The biggest challenge is adding the bureaucracy it takes to run the company without becoming fat, lazy, inflexible - bureaucratic.

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

Management always has a big influence on your success, no matter how good or how bad the business is itself.