A Quote by Eric Ries

What differentiates the success stories from the failures is that the successful entrepreneurs had the foresight, the ability, and the tools to discover which parts of their plans were working brilliantly and which were misguided, and adapt their strategies accordingly.
Woodfall wasn't deliberately telling working-class stories, but John Osborne and other writers who were involved with them were writing those stories, which had never really been written before. The working-class person always had to have an accent before, was often a joker, and peripheral. At Woodfall, they were driving the film.
The theory I'm putting forward here is that storytelling is a genetic characteristic in the sense that early human hunters who were able to organize events into stories were more successful than hunters who weren't—and this success translated directly into reproductive success. In other words, hunters who were storytellers tended to be better represented in the gene pool than hunters who weren't, which (incidentally) accounts for the fact that storytelling isn't just found here and there among human cultures, it's found universally.
Sometimes you're not even sure which of your stories were failures. There are things I've written that I thought were complete catastrophes when I finished with them that have gone on to generate some of my most positive feedback.
Everybody saw my successful advertising and thought I was a big success. But, behind those successes were several failures that I had to learn from before I made it. I've always looked at failure as just another step you need to take to reach success.
Some years ago I was working on some forms which were vase forms with a fairly narrow base, and it was after [Hans] Coper had died that I saw an exhibition of his, a catalogue from an exhibition, and he was showing some forms which were made by cutting and joining a lot of different parts together to create what he called a spade form, which you can imagine looks a little bit like a shovel upside down.
Google's ability to pick winners and losers in the information world is a menace. These companies have the ability to determine which media companies are successful and which ones are failures. If I adopt a business plan that doesn't line up with Google's, then they're not going to reward me.
There was just so much attention that got focused on my story, and what that created was an opportunity for me to share what were the tools, what were the strategies, what was the thinking that had me break though those boundaries.
Long before I became a feminist in any explicit way, I had turned from writing love stories about women in which women were losers, and adventure stories about men in which the men were winners, to writing adventure stories about a woman in which the woman won. It was one of the hardest things I ever did in my life.
In the 1980s, I had a lot of films, documentaries for television, which were about why the trade unions had failed to organize resistance to Margaret Thatcher's plans. And they were banned. I had to fight for those films.
The successful entrepreneurs on the free market will be the ones most adept at anticipating future business conditions. Yet, the forecasting can never be perfect, and entrepreneurs will continue to differ in the success of their judgments. If this were not so, no profits or losses would ever be made in business.
How do entrepreneurs survive their early failures? They don't view their failures as failures - they view these experiences as feedback, and a prelude to future success.
I try to have no plans the failure of which would greatly annoy me. Half the unhappiness in the world is due to the failure of plans which were never reasonable, and often impossible.
All people, entrepreneurs as well as non-entrepreneurs, look askance upon any profits earned by other people. Envy is a common weakness of men. People are loath to acknowledge the fact that they themselves could have earned profits if they had displayed the same foresight and judgment the successful businessman did.
Players know that they can trust me which is really important. They know that I had the ability to adapt to change, and they have seen that many times over the years. I think these are important parts of being in control of footballers.
I've known entrepreneurs who were not great salespeople, or didn't know how to code, or were not particularly charismatic leaders. But I don't know of any entrepreneurs who have achieved any level of success without persistence and determination.
The vocation of pastor has been replaced by the strategies of religious entrepreneurs with business plans.
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