Judith McKenna Quotes

The successful man is the one who finds out what is the matter with his business before his competitors do.

How can you be on top of the things you do? I think when you are involved in a business, first of all you need to know the business. After that you know the business, you can - the numbers tell you what is happening. You can read with the numbers.

You generally hear that what a man doesn't know doesn't hurt him, but in business what a man doesn't know does hurt.

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

Business reporting is not dealing with objects, it is dealing with relationships between objects.

This is a business. Be smart. Choose wisely.

My business is the analytical framework.

Every good businessman or woman carefully analyzes all the available facts before making a decision.

If you look at Citadel today, that's really - the founding principle of the firm is a real pursuit of talent, a pursuit of people who have a passion for finance, and a pursuit of individuals who make good decisions day in and day out.

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

What I learned from Rockefeller that's off-the-hook important is: You need to know exactly where you stand in a business at all times. Measure everything, because everything that is measured and watched improves.

Founders go wrong when they start to believe their business plan will materialize as written. I advise entrepreneurs to burn their business plan - it's simply too dangerous to the health of your business.

I was always fascinated by the decision-making process and the managerial process and just business in general.

You need to carry out very careful pre-feasibility and feasibility studies before you enter any crisis situation.

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

The effort invested in 'getting it right' should be commensurate with the importance of the decision.

Policymakers have to make judgments based on the best intelligence they get.

As a company gets big, the information that informs decision-making gets massive. Depending upon the prism through which you view the business, your perspective will vary. If two people are in charge, this variance will cause conflict and delay.

Intelligence collection has its place—no question—… But no matter how important collection is, in the short and even the long run, it just doesn’t cost very much.

One of the challenges of a good policy is trying to figure out what your priorities are.

I've always prided myself on doing what really was best for business.

I think about issues. I use my economic training to devise solutions.

If you're going to decide to run a data-driven campaign, decision-making has to follow it.

No great marketing decisions have ever been made on qualitative data

We are ready to say that we rule the entire Elgin enterprise as irrelevant to the present.