A Quote by Henrik Larsson

There are players who tend not to look at the money short-term: they have a bigger plan. — © Henrik Larsson
There are players who tend not to look at the money short-term: they have a bigger plan.
I will say it loud and clear: at Manchester City, it is all about what you choose to look at. If you look at the money spent on players, you will only ever see that side of City. If you look at the bigger plan, which is investment in the community, facilities, and youth teams, you realise there is heart and soul in this club.
Politicians and the government have become too interested in short-term gains. Of course, if you look at the direct financial returns in the short term, human space flight is expensive. But they need to look longer term.
People tend to overestimate the short-term impact of technological change. In the short-term, it's not going to make that much of a difference.
If you have a lot of short-term debt, it means that all of that money can be demanded in a very short period of time. Technically, short-term debt means money that's coming due within a year. Typically, it means money that's coming due within 30 to 90 days.
Money is a short-term result that incentivizes short-term decision making.
I work to plan long-term and try to earn results short-term.
I think three-to-five years ahead minimum. I have a short-term plan, a five-year plan and a decade plan.
You have to believe in the long term plan you have but you need the short term goals to motivate and inspire you.
The most important thing that a company can do in the midst of this economic turmoil is to not lose sight of the long-term perspective. Don't confuse the short-term crises with the long-term trends. Amidst all of these short-term change are some fundamental structural transformations happening in the economy, and the best way to stay in business is to not allow the short-term distractions to cause you to ignore what is happening in the long term.
So is civil society prepared for the future? Probably not. Most organisations have to live hand to mouth, juggling short-term funding and perpetual minor crises. Even the bigger ones rarely get much time to stand back and look at the bigger picture. Many are on a treadmill chasing after contracts and new funding.
The thing that I learned early on is you really need to set goals in your life, both short-term and long-term, just like you do in business. Having that long-term goal will enable you to have a plan on how to achieve it.
The interesting thing about overthinking and procrastination is sometimes they can actually evolve into innovation and creativity in the short term. Letting an idea grow in your mind in the short term with a deadline and a plan can actually lead to innovation and creativity.
Being captive to quarterly earnings isn't consistent with long-term value creation. This pressure and the short term focus of equity markets make it difficult for a public company to invest for long-term success, and tend to force company leaders to sacrifice long-term results to protect current earnings.
After my first fashion week, there were so many brands approaching us, and we said 'No' 90 per cent of the time. We didn't care about making a lot of money - it seemed so short term. We've always wanted to create something bigger.
When I buy, I buy players for the long term, not the short term because I do respect the club a lot and also the other clubs.
The dominance of short-term perspectives has led to routine decisions in the markets that sacrifice the long-term buildup of genuine value in pursuit of artificial, short-term gains.
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