Howard Schultz Quotes

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.

You can't run a €10 million business the way you run a €1 million business.

XUV is a living proof of the value of MRV. In that sense, the XUV was a wonderful validation. The XUV grew along with MRV. As the institution was built, the product was created.

If your business is to grow and prosper, as a leader, you need to focus on people development.

My business acumen is definitely growing.

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.

An entrepreneur needs to know what they need, period. Then they need to find an investor who can build off whatever their weaknesses are - whether that's through money, strategic partnerships or knowledge.

What I learned at LucasArts was, you don't make your bets on ideas: ideas are cheap. You make your bets on people.

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.

Consequently, a young business often grows by large percentages. Mature businesses rarely do.

If you expect to grow your business, you need to be plotting out your schedules days in advance. Until you get that most basic of steps orchestrated, you can never get to the critical steps that I outline in any one of dozens of books.

With my business, the way you make big money is you find a great management team and a good concept, and you stick to it, and you add to it over time. In philanthropy, there was more this idea that once an idea was formulated, you moved along.

Growth is always essential. Running any tech company, you want to make sure you're growing. Putting in place all of the right structure to be able to ensure growth.

I've said it for four decades - work 'on' your business, not just 'in' your business!

Challenges need to be given to an organization.

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.

An entrepreneur, whether man or woman, has to be willing to take help, whether financial or technical, to grow his or her business.

Microsoft is a much bigger company than Qualcomm - a much bigger company - and there were a few days where I thought, 'I don't know if I can do this. It's huge.' My job was to come into the company and grow new businesses, and I thought, 'I'm not sure,' but it's all worked out pretty well.

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

Too many executives I've met over the years have the mentality of a bodybuilder; they've come to accept the idea that growth is synonymous with success.

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

So many of the major decisions that affect the entire future of your enterprise happen during its first year in business. In fact, most don't make it because they don't know how to get the resources they need to survive.

I think it's extremely important to think of your company as a series of chapters.

It's exciting to be able to be part of the block and tackle of building a company from a smaller base.

There is a common and persistent belief out there that entrepreneurship is about creativity - that it's about having a great idea. But it's not, really. Entrepreneurship isn't about creativity. It's about organization-building - which, in turn, is about people.