Matthew Bourne Quotes

We need to make sure that the things we are already working on turn out to do the things we believe they can do and creating value both for the world and ultimately for Google.

I am not the kind of designer who is racing to the finish line, so while collaborations are important for our growth, each and every one has to be strategic and well-timed with what we have going on internally.

I think projects often fail because people do not have a clear understanding at the start what they are trying to deliver.

We know Donald Trump wants to hit his goals ahead of time, and under budget.

If you get the product and technology right, then the rest usually falls into place.

With each project I'm always pushing for clarity.

I usually have pretty good intuition on projects that I work on.

I'm actually developing a project so that I can have a lead.

My greatest love in life is to develop projects. I just get a huge kick out of that. I've been doing it since ever I could.

As I said before, a big part of my strategy says - and the management team I think is in agreement with this - we don't have to be out there with a lot of noise all the time. What we need to do is paint a vision for customers, promise them deliverables, and go hit at it.

I wait and take on projects that I think can work.

No business can succeed in any great degree without being properly organized.

Part of executive functions is the ability to look to a goal deadline and assess where an organization is in meeting it.

I think we have to notice that the business processes we use right now for thinking and planning and budgeting and strategy are all delivered on very tight agendas.

The biggest fragility in a project is often just the inability to be able to explain to people why you are doing it, and when you're going to do it, and what's going to happen.

Good plans shape good decisions. That's why good planning helps to make elusive dreams come true.

This is a business that is much easier planned than executed.

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.

Amid a multitude of projects, no plan is devised.

When I served as Prime Minister last time, I failed to prioritize my agenda. I was eager to complete everything at once and ended my administration in failure.

I suppose I was always attracted to the producing function - trying to put things together and make things happen.

Strategic Work is all about the big questions: Who? What? When? Where? Why? Tactical Work is all about answers: This is the system we use to do each task. This is how we do it, how we measure it, how we monitor it.

The more Strategic Work you do, the more effective, productive, and joyful the Tactical Work becomes.

I always feel that the best kind of producing - and frankly, it has to do with what I like to do - is you're the big-picture person.

Our focus is to see that we are growing faster than the industry and, whichever product we launch, we do better than competition. We try and manage our operations better than competition. Essentially, we try to be better than what we were the previous year.