Adena Friedman Quotes

Like many businessmen of genius he learned that free competition was wasteful, monopoly efficient. And so he simply set about achieving that efficient monopoly.

The future, for us, is not in bold and big deals. It is in selective deals, and I prefer to focus on one accretive target worth around €2 bn. than several deals worth €200 m.

I propose that matchmaking should be approached like a corporate business venture. It can be risky, but I have discovered that the potential profits from acquisitions and mergers cannot be underestimated.

I don't want a trillion-dollar empire to run.

It's not wise to limit firms' expansion projects. Let us only be limited by the market.

Goodrich was the biggest acquisition in the history of aerospace.

I just hate meetings. Though it's true that once you've made a lot of money, people around you might be full of ideas about ways to make lots more money and might be disappointed that you don't want to seize every opportunity to do so.

When better business decisions are made, economists won't make them.

Companies that grow for the sake of growth or that expand into areas outside their core business strategy often stumble. On the other hand, companies that build scale for the benefit of their customers and shareholders more often succeed over time.

Any dope with a checkbook can buy a company. It's what you do afterward that matters.

The moguls are driven by their respective desires for profit - period.

If guys try to make a bigger company for the sake of size, they don't create value in most cases.

Wal-Mart does not do big mergers, though it will buy much smaller competitors in so-called 'tuck-in acquisitions.'

They've been fairly positive, as firm as they could be in regards to the derivatives operations in Montreal. We didn't sense that there was a hesitation about it. But things change.

Business is war! Its leaders are strategic commanders, who boldly snatch victory from the jaws of defeat - and who perform other acts of derring-do. This kind of talk sounds great in the boardroom, and, for that matter, in the bookstore, where dozens of authors counsel would-be corporate warriors.

Growing Ineos has been a lot of fun.

We always look at opportunities. We are not aggressively looking to buy something.

The Godrej group is expanding rapidly. However, we are not diversifying much.

Too many companies are just being big for the sheer sake of it. Too many CEOs thinking bigger is better.

There's always more money to be made.

I hope to continue acquiring companies, not so much for the accumulation of wealth but because it's what I do well, and you always like to do what you do well.

And no again: My studio is not a first or any step toward becoming any type of businessman on my part.

To be successful in business, you have to be ruthless.

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.

I love using a targeted acquisition approach in conjunction with a business that has a clear strategy and strong organic growth.