A Quote by Eric Ries

Entrepreneurs can't forecast accurately, because they are trying something fundamentally new. So they will often be laughably behind plan - and on the brink of success. — © Eric Ries
Entrepreneurs can't forecast accurately, because they are trying something fundamentally new. So they will often be laughably behind plan - and on the brink of success.
I think very often producers are really trying to repeat things. When they hear something in the new songs that they recognize as being a bit like something that was a success on a previous record, they're inclined to encourage that.
A lot of entrepreneurs hate big companies. But if you hate them so much, why are you trying to build a new one? The truth is, as soon as a startup has any kind of success whatsoever, it will face big company problems.
When on the brink of complete discouragement, success is discerning that...the line between failure and success is so fine that often a single extra effort is all that is needed to bring victory out of defeat.
Hopefully, I can advise entrepreneurs to avoid mistakes. But you can never be sure if you're trying something new and unreasonable.
Sometimes it is not wise to make a second plan; it diminishes the power of the first plan! In risky paths, make only one plan; this will increase the possibility of success! On the edge of a precipice, if your second plan is a parachute on your back, your possibility of falling will increase! When you have nothing to trust, you will be safer, because you have no right to make any mistake!
What Techstars is fundamentally a global ecosystem in which entrepreneurs are enabled and empowered to bring new technologies to the market.
I'm trying to always do new things because if you stay behind and fight the future, you are just going to be left behind.
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.
That’s why people who seek out group flow often join startups or work for themselves. Serial entrepreneurs keep starting new business as much for the flow experience, as for the additional success.
Luck is one thing. It has always been there, it has always been a part of my success. It's a part of everyone's success. Without it, you can't be successful. But luck is something you have to stimulate, something you have to nurture through the choices you make...That's why things have always worked out for me. Things work out not just because I'm lucky, but because I plan ahead. I figure out what I want and I go for it. I've always spent a lot of time trying to surround myself with the right people, the kinds of teammates who could lead me to my goals.
Fashion is an archetype: you're trying to build a silhouette, and that is very similar to building up a building because you're trying to create a new structure, a new proportion, a new shape, and you're using a material to cut which is a bit mathematical. That idea of finding something new in terms of proportion is something that drives me.
Aspiring entrepreneurs are often advised to work at a startup for a couple of years first, to understand what's involved. But often, each company's approach to success is very narrow. So my advice is, 'Just do it.'
A lot of people plan for failure, but they don't plan for success, and that's a big problem, especially in the TV world 'cause you're trying to find out what your show is.
Allow me to inquire how man can control his own affairs when he is not only incapable of compiling a plan for some laughably short term such as, say, a thousand years, but cannot even predict what will happen to him tomorrow?
Success is not something you pursue. What you pursue will elude you; it can be like trying to chase butterflies. Success is something you attract by the person you become.
Philanthropy is often seen as society's risk capital. That means the onus is on philanthropists, nonprofit leaders and social entrepreneurs to innovate. But philanthropic innovation is not just about creating something new. It also means applying new thinking to old problems, processes and systems.
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