Pep Guardiola Quotes

In business, you try to solve problems.

Management, at every level, is about the effort to frame challenges, define end states, and allocate resources to navigate between them.

A big company is like trying to steer a luxury liner.

I'm fascinated by management and organizations: how organizations get things done and how successful organizations are built and maintained, how they evolve as they grow from start-ups to small companies to medium companies to big companies.

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

What's so great about DreamWorks is that it's run by filmmakers who believe that if it's not broke, don't fix it.

You need a different checklist and different mental models for different companies.

Every business makes big mistakes along the way.

Where I know my strengths lie, for me, is establishing systems and protocols, finding solutions, and trying to push for results. The Senate is a great institution, but for me, it's not the role that best suits those needs.

Mathematicians are like managers - they want improvement without change.

When you found a company, you have the original vision, you make all the original decisions, you know every employee, you kind of know every aspect of the product architecture and its limitations.

Start-ups make so many mistakes that the challenge to identify the root cause of a failure is tough. But believing in your own plan is probably the worst.

Many corporate leaders and employees have the right intentions, but it can be overwhelming when you consider how everything is affected from leadership styles, to organizational structure, to employee engagement, to customer service an marketplace.

Everyone designs who devises courses of action aimed at changing existing situations into preferred ones.

Organizations can get in the way of innovation, because if people are all bound up, and if they don't know if they get to make the decision or somebody else, and if they do, what happens to them, and so on and so forth.

One thing I've learned about his business is this whole 'plan thing' - it doesn't work.

If you look at any of the big companies, whether it is IBM or L'Oreal, they have a corporate religion and corporate self-image that makes it very difficult for them to execute in different areas.

My first company, Pure Software, was exciting and innovative in the first few years and bureaucratic and painful in the last few before it got acquired. The problem was we tried to systemize everything and set up perfect procedures.

Nobody has a crystal ball, and part of evolving a business plan is to say, 'I might have said we're going left, but I see the opportunity and we're going right.'

I think there are certain business matters which we must now conduct differently than we used to.

My business issues are just that - business - and I deal with them like they are business.

We can reorient our products and business strategy because we are an agile organisation.

My business is the analytical framework.

My own view is that every company requires a long-term view.

As a director, you have to understand what is happening - if I don't understand it, you can't make changes.