Abigail Johnson Quotes

We're so used to thinking in the short term, and the minute you speak in more long-term language then you tend to get dismissed as utopian and so on. We have a real problem here in making long-term thinking respectable

If one sees far, structural changes that come with temporary disruptions can be growth- and efficiency-augmenting in the medium to long term.

The world is starving for original and decisive leadership.

Begin with the end in mind.

The most successful businesses have an idea for the future that's very different from the present - and that's not fully valued.

I think three-to-five years ahead minimum. I have a short-term plan, a five-year plan and a decade plan.

Instead of looking at the past, I put myself ahead twenty years and try to look at what I need to do now in order to get there then.

We always overestimate the change that will occur in the next two years and underestimate the change that will occur in the next ten. Don't let yourself be lulled into inaction.

Do, What you're going to do in longevity. Not just what happens tomorrow.

We now need to look beyond our immediate future and aim higher and farther.

I must analyze, from what I do now, what will be the impact two or three or five years in the future. What is the statement I want to make?

It's hard for young players to see the big picture. They just see three or four years down the road.

We want people who work for us to be entrepreneurs. We like them to look at ideas. We like them to chase ideas. We like them to not be what I call a caretaker of an asset.

I am thoroughly enjoying spending the majority of my time with entrepreneurs. I find that their enthusiasm, dedication, willingness to take huge risks and desire to make a dramatic impact quite inspiring.

Neither man nor nation can prosper unless, in dealing with the present, thought is steadily taken for the future.

In order to have your short term policies accepted, you have to have your long term policies understood.

What Republicans have to get away from is just worrying about the next election and start thinking about what is good for the country down the road.

Action is typical of the American style, thought and planning are not; it is considered heresy to state that some problems are not immediately or easily solvable.

Reducing future risks requires paying some immediate costs.

I love when I think we're taking territory - if it makes sense in the long term, we just don't give a damn what it looks like in the short term. After all, we're running a cult, not a normal company.

Leaders must invoke an alchemy of great vision.

I get asked all the time, What do you do differently than 10 years ago, or what will you do differently in the years to come?' In the years to come, I have no idea.

Leaders who can push themselves beyond their comfort zones and understand how to harness the power of reverse innovation have the chance to become the next great visionaries.

The truth is that intelligence, knowledge, and domain expertise are vastly overrated as the driving forces behind competitive advantage and sustainable success.

We've got to be innovative. We've got to think about what's coming next.