A Quote by James E. Burke
We don't grow unless we take risks. Any successful company is riddled with failures.
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Luxembourg has a track record of being successful when it takes risks. You need to take on risks to be successful.
The trouble is that the risks that are being hedged very well by new financial securities are financial risks. And it appears to me that the real things you want to hedge are real risks, for example, risks in innovation. The fact is that you'd like companies to be able to take bigger chances. Presumably one obstacle to successful R&D, particularly when the costs are large, are the risks involved.
It is almost impossible to grow a company of any size and worth unless you expand beyond yourself
Part of being the successful Pixar is that we will take risks on teams and ideas, and some of them won't work out. We only lose from this if we don't respond to the failures. If we respond, and we think it through and figure out how to move ahead, then we're learning from it. That's what Pixar is.
There are some risks we choose to take because the benefits from taking them exceed the possible costs. Optimal behavior takes risks that are worthwhile. This is the central paradigm of finance: we must take risks to achieve rewards, but not all risks are equally rewarded.
Talented people have a responsibility to get the training they need to be successful risk takers and go out there to take risks. What I see is surplus of talented people and a shortage of people willing to take the risks.
People want to start their own business or become financially independent. But you don't end up a successful entrepreneur unless you find a way to love the risk, the uncertainty, the repeated failures, and working insane hours on something you have no idea whether will be successful or not.
Those who never take risks can only see other people's failures.
I think that's something that investment banks have worried about for a long time and are continuing to worry about, but it's not an easy solution when you have lots of people betting the company's money, how do you really allocate those risks? How do you make sure that the people that take the risks are feeling the risks in an appropriate kind of fashion?
The people who help us grow toward true self offer unconditional love, neither judging us to be deficient nor trying to force us to change but accepting us exactly as we are. And yet this unconditional love does not lead us to rest on our laurels. Instead, it surrounds us with a charged force field that makes us want to grow from the inside out - a force field that is safe enough to take the risks and endure the failures that growth requires.
Any successful company in the valley gets acquisition offers and has to decide whether or not to take them.
A successful entrepreneur can't be afraid of failures or setbacks. An initial setback can be a great opportunity to take a new and more promising approach to any problem, to come back stronger than ever.
It's very important to take risks. I think that research is very important, but in the end you have to work from your instinct and feeling and take those risks and be fearless. When I hear a company is being run by a team, my heart sinks, because you need to have that leader with a vision and heart that can move things forward.
I don't think about taking risks anymore because there aren't any risks to take.
If designers are willing to take risks, I think buyers should take risks, as well with press taking risks.
The thing I preach constantly is do your research; build your knowledge base. Don't just go into business on a whim or a prayer - and don't think 'I'm an entrepreneur so I have to take risks'. Entrepreneurs don't take risks. They take calculated risks; only the good ones.
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