Sudha Murty Quotes

In the organization of any major sporting event or the planning of a building, long-term thinking is key.

Our ultimate goal is to stay in business. We are not here with a specific plan. That's kind of how our entire career has evolved. We will figure things out as we go along.

You cannot help people permanently by doing for them what they can and should do for themselves.

Charity is a fine thing if it's meeting a gap where needs must be met and there are no other resources. But in the long term we need to support people into helping themselves.

And to do that not only for the war fighter, but also to help prepare the people in the acquisition, personnel and policy worlds who need to make adjustments in the department's business, which itself may take 10 or 15 years to accomplish.

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

Two types of choices seem to me to have been crucial in tipping their outcomes towards success or failure: long-term planning, and willingness to reconsider core values.

if you give a man a fish he'll eat for a day, if you teach a man to fish he'll eat all the fish you may have caught for yourself

Give a man a fish and you feed him for a day. Don't teach a man to fish and you feed yourself. He's a grown man, fishing's not that hard.

One thing that I love about World Vision is every place they go, they go in with an exit plan, they don't want people dependent on them.

I am confident that I am capable of leading projects, which are even complex.

You always need enough results to buy you time to do things over a longer period of time.

I just want to be able to do it all just because that's what life is.

I have always told my daughters not to be dependent on anyone in any capacity.

I've certainly seen R&D groups, typically funded by large corporations, where they bring together a lot of smart people and nothing happens. And the reason nothing happens is that they don't have a clear goal.

24 hours a day, I'm thinking about what we can do with this artist, what I can do myself over here, and how we can tie it all together.

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.

We've never been good at long-term plans.

When I plan ahead, I don't just plan what I'm doing tomorrow. I also plan what I'm doing five years from now.

From my experience, the best advisors help in three ways: encourage you to look at the problem or opportunity from multiple angles; help you balance the tug of the short-term with important long-term priorities; and ask the tough questions you need to know to reach the best solution.

Why do we have to have people come from afar to come and grow food for us, or to grow food to sell to us? It is partly because we are almost becoming used to people doing things for us. Like somebody else is going to solve that problem for us. And that to me is very disempowering system.

Your goal as a leader isn't to be indispensable to the people you lead; it is to leave your people something that is indispensable to them.

I do not want to get rid of the safety net, I want to get rid of dependency.

We value the clock for its speed and efficiency. The clock has its place, efficiency has its place, after effectiveness. The symbol of effectiveness is the compass a sense of direction, purpose, vision, perspective, and balance. But the empowerment process itself is not efficient.

History shows that it does not matter who is in power or what revolutionary forces take over the government, those who have not learned to do for themselves and have to depend solely on others never obtain any more rights or privileges in the end than they had in the beginning.