Jack Welch Quotes

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.

I think many start-ups make mistakes because they are focusing on things that are farther ahead, and they haven't done the work that has built the foundation to support it.

A strong sense of purpose drives businesses to take the long view and invest for growth.

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

Most businesses fail because they want the right things but measure the wrong things, and they get the wrong results.

Most people end up owning a business by accident. Therefore, they don't usually have a thought process and a strategic plan in place.

You make the right decision for the long run. You manage for the long run, and you continue to move to higher value. That's what I think my job is.

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

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

Good household decision-making often relies on thinking about your household like a firm.

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.

When you're talking about capital and financial things, which I certainly pay a lot of attention to, I base those decisions on one question that I typically ask myself, which is 'Does it help us to build a better company?'

I like being part of a big company's executive team. It's fun to stretch other parts of my brain, considering questions like, 'How should we think of acquisitions?' I get to be privy to things that would never come up at a small company.

Management is all about managing in the short term, while developing the plans for the long term.

Many who know me or have worked for me are aware of my penchant for strategic planning. I consider it a critical component of the success of any organization and believe in the value of planning for a company's needs over multiple time horizons, as well as reviews against that plan at regular intervals.

I'm always investing and building things at the same time.

People say, 'Dream big!' - but you have to think about the logistics. It's not just coming up with a great idea; it's how you can sell or market or promote that great idea.

Leaders of companies of any size, at any stage of development spend a lot of time focused on growing the business. We develop our game plan and ensure that we are optimally executing on our objectives. We concentrate on looking forward.

The biggest challenge being an entrepreneur is knowing what you are good at and what you need to build on.

Concentrate your energies, your thoughts and your capital. The wise man puts all his eggs in one basket and watches the basket.

One of my major objectives is to build a long-term enterprise, to build shareholder value over time.

Business wise, I have always learned valuable lessons so I don't regret any decisions I have made.

Start-up success is not a consequence of good genes or being in the right place at the right time. Success can be engineered by following the right process, which means it can be learned, which means it can be taught.

Good decisions can have bad short-term outcomes but be great for the business long-term.

I know I'm intellectually capable of finding a series of things and making hundreds of millions. I have to get there and do it. Carefully. Legally.