Marco Bizzarri Quotes

Just like a script, you need to keep a business plan to yourself.

In any business, you have to evolve.

Starting a company, your success is going to be very dependent on how you adapt. You're going to make decisions, you're going to make bets; most of them are going to turn out to be wrong.

Never forget this simple truism: Forecasting is marketing, plain and simple.

Business, more than any other occupation, is a continual dealing with the future; it is a continual calculation, an instinctive exercise in foresight.

Strategic planning is worthless - unless there is first a strategic vision.

There are companies with management and companies with money. You can always find money. Management is the key to success in any business.

Execution without a long term strategy leads nowhere. Likewise a long term strategy without execution leads nowhere.

The entrepreneur always searches for change, responds to it, and exploits it as an opportunity.

Set your business plan to win; raise the bar or you're not going to be prepared. You need to think that what you're doing will make you $100 million.

In the private sector, there is always innovation. There's always change. There's always improving productivity, and if you're not leading that, you'll be passed and ultimately go out of business. So there's an urgency to constantly update and renew and to rethink your enterprise.

The most essential thing for us was to get the business model right, then put the world-class technology under it to support it. At Merrill, that meant not doing what people expected.

People follow proven formulas in any business.

I think Microsoft will have to change. I think that the business of Microsoft, the company of Microsoft, is going to continue to succeed. But I think the business model of Microsoft is going to have to change.

We started Kotter International to improve leaders' ability to deal with big, important transformations in organizations - and in their lives.

Many leaders of big organizations, I think, don't believe that change is possible. But if you look at history, things do change, and if your business is static, you're likely to have issues.

We recognize the need to adapt to a changing competitive environment.

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 should learn from your competitor, but never copy. Copy and you die.

Business ends up being very dynamic and situational.

As I've said, in 2007, we're free to go and we'll just have to do what's best for the business.

People come in with business plans and, I mean I know that no one is going to meet everything they say in a business plan but you got to have something to, to guide towards.

Incentives are not strategy, they are tactics. Defensive measures.

I think a good business book has one coherent idea that is richly played out.

You just can't get too focused on worrying about what's going to happen in the next quarter. You have to worry about where the business is headed long-term.