A Quote by Jay Samit
So many of the major decisions that affect the entire future of your enterprise happen during its first year in business. In fact, most don't make it because they don't know how to get the resources they need to survive.
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In order to survive in a very small tribe, you needed to know how to do lots of things for yourself: how to make your tools, how to get food, and how to make your clothes - things most of us today don't need to know. The only thing I need to survive is to know history.
I know how important it is to have your quarterback standing upright. Matter of fact, I know how important it is not to allow someone hit on him period because I want him to think that this pocket is completely safe, no one is going to get to me and I got all the time in the world to make whatever decisions I need to make.
They used to ask: "How will this decision that we make today affect our people in the future?" Now we make decisions based on: "How does it affect me, now? How does it affect the next shareholders meeting, three months ahead? How does it affect my next political campaign?"
Whatever it is, people have issues and that affects you deeply. So you have to get to the bottom of it and not let that affect your life decisions and really understand why you're making the decisions you make so that way you can understand how to not do that, so I always encourage people to ask why and then to really understand you, because that's the only way to be your most successful and your most happy.
As a young entrepreneur starting an enterprise company, be prepared for the fact that you'll need to get involved in enterprise sales. Everyone wants to speak to the founder, and this is also how you'll get feedback on your product. It's worth bringing in early somebody with enterprise sales experience.
During the time I was in office we have seen the beginning of the elimination of the fire season completely and are having fires all year round. I think we have seen the major problem of the destruction of land and property and lives that is a major problem because we don't have the resources for that many fires and we don't have the resources and the manpower to fight those fires throughout the year.
A woman does not have to make decisions based on the need to survive. She can cut through issues, call shots as she sees them....Many bad decisions are made by men in government because it is good for them personally to make bad public decisions.
The future of private enterprise capitalism is also the future of a free society. There is no possibility of having a politically free society unless the major part of its economic resources are operated under a capitalistic private enterprise system.
We seem to have lost the wisdom of the indigenous people, which dictated that in any major decision, the first consideration was 'How will this decision we're making today affect our people in the future? These days, decisions are made based on the bottom line.
If someone really wants my company's business, why shouldn't he be able to do everything he can - including paying me off - to get that business? Because bribery encourages people to make decisions based on the wrong criteria, which means in the business world that it distorts the efficient allocation of resources.
On the path to ubiquity of AI, there will be many ethics-related decisions that we, as AI leaders, need to make. We have a responsibility to drive those decisions, not only because it is the right thing to do for society but because it is the smart business decision.
It's an open secret: Even now, in the 21st century, Korean executives often consult spiritual advisers before making major business decisions - decisions that can affect their employees around the world.
When you are a man of power, your decisions affect so many people and sometimes it can appear to be extremely evil, when really you just have a specific goal to reach. I had to understand that state of mind because what was most important was the bigger goal not the smaller decisions.
Most argument, and in fact most conflict, has nothing to do with the present. It's always about the past or the future. People can't agree on the details of what has happened or is going to happen. But we rarely know what has happened, and we never know what is going to happen. What is really at dispute is how we will deal with not knowing.
The big idea we start with is: "How is the genome interpreted, and how are stable decisions that affect gene expression inherited from one cell to the next?" This is one of the most competitive areas of molecular biology at the moment, and the students are reading papers that in some instances were published this past year. As a consequence, one of the most common answers I have to give to their questions is, "We just don't know."
Once you establish what activities your company needs to do, the next question is, 'How do these activities get accomplished?' i.e. what resources do I need to make the activities happen?
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