A Quote by Jack Welch

You can't grow long-term if you can't eat short-term. Anybody can manage short. Anybody can manage long. Balancing those two things is what management is. — © Jack Welch
You can't grow long-term if you can't eat short-term. Anybody can manage short. Anybody can manage long. Balancing those two things is what management is.
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.
The majority of short term trading results are just random. In the long term the money ends up with those that can trade and manage risk.
I want to take a long-term view. Being distracted by short term things can be dangerous when you are making cold, calm, long-term decisions.
People always say be true to yourself. But that’s misleading, because there are two selves. There’s your short term self, and there’s your long term self. And if you’re only true to your short term self, your long term self slowly decays.
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.
Management is all about managing in the short term, while developing the plans for the long term.
In the long term everyone traffics in foregone conclusions, and in the short term they just get drunk. This is the way it has always been. Some half-assed ambiguity masquerading as mystery is all anybody's really looking for.
If the short-term decisions you make damage the long term, you should resist those. But there are many short-term decisions that you need to make to be a successful manager.
Whatever the short term clashes between protecting the environment and eradicating poverty, medium term and long term it is clear. Unless we grow sustainably, at some point we face catastrophe
Britain can choose, as others are, short term fixes and more stimulus. Or we can lead the world with long-term solutions to long-term problems.
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.
We don't really look at the stock, you know? Because for us, it's about the long term. And so we're very much focused on long-term shareholder value but not the short-term kind of stuff.
When you manage your company for long-term shareholders, and you manage the company for clients, two of the biggest stakeholders, you will make the right decisions.
Focus on the long term, and always do what's right to grow the company and not make short-term decisions. And outlast everyone one.
Frequent comparative ranking can only reinforce a short-term investment perspective. It is understandably difficult to maintain a long-term view when, faced with the penalties for poor short-term performance, the long-term view may well be from the unemployment line ... Relative-performance-oriented investors really act as speculators. Rather than making sensible judgments about the attractiveness of specific stocks and bonds, they try to guess what others are going to do and then do it first.
With my eyes closed, I ask if she knows how this will all turn out. "Long-term or short-term?" she asks. Both. "Long-term," she says, "we're all going to die. Then our bodies will rot. No surprise there. Short-term, we're going to live happily ever after." Really? "Really," she says. "So don't sweat it.
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