A Quote by Joe Lonsdale
There are people who are better managers than I am. I aspire to be a really good manager, but it's not my natural personality to do the same thing for 14 hours a day. I have a lot of different interests. I really like product and strategy and business strategy, and I think I'm not bad at it.
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As I worked to explain how to avoid bad strategy, I began to see that one cannot really evaluate or criticize a strategy unless there is a fairly clear statement of the problem the strategy is trying to solve.
I don't have a specific type of role that I aspire to play or aspire to act. I really like a challenge and I really like doing things that are different because if I had to do the same thing all the time, then I don't think I would be an actor.
I don't think my basic business strategy is well known by the public, probably because people think it's too simple. My strategy has always been to try to focus in on a product or service where you can create a dollar of value for 20 cents and sell it for 40 cents.
I don't really have a strategy for social media. I think that's my strategy is that I don't have a strategy.
I love strategy games, but a lot are very techy, and they don't really give you any human side of what strategy really is.
Managers tend to pick a strategy that is the least likely to fail, rather then to pick a strategy that is most efficient," Said Palmer. " The pain of looking bad is worse than the gain of making the best move.
A good strategy is not always successful, but even an "inappropriate" strategy may be an actual strategy. A "bad strategy" is one that doesn't even try to address an important challenge. Instead, it speaks of aspirations, visions of the future, lays out performance goals, or simply lists a bunch of unconnected actions.
Going on and getting good bilateral agreement is a better way [than Trans-Pacific Partnership agreements], and I`m fine with that strategy. I think that strategy can work as well.
There are people who are really good managers, people who can manage a big organization, and then there are people who are very analytic or focused on strategy. Those two types don't usually tend to be in the same person. I would put myself much more in the latter camp.
It's important to have a really clear strategy so when you are in business, you only have to make micro-strategy changes.
A bad strategy will fail no matter how good your information is. And lame execution will stymie a good strategy. If you do enough things poorly, you'll go out of business.
People would be a lot more skeptical if they understood that there is an incredible amount of chance in the results that you observe for active managers. So the distribution of outcomes is enormously wide - but that's exactly what you'd expect by chance with lots of active managers who hold imperfectly diversified portfolios. The really good portfolios contain a lot of really lucky picks, and the really bad portfolios contain a lot of really unlucky picks as well as some really bad ones.
A lot of people think big business in America is a bad thing. I think it's a really good thing. Most people in business are ethical, hard-working, good people. And it's a meritocracy.
A strategy is something like, an innovative new product; globalization, taking your products around the world; be the low-cost producer. A strategy is something you can touch; you can motivate people with; be number one and number two in every business. You can energize people around the message.
You can't keep changing managers. Every time the players have to adapt to a new strategy and the thinking of the new manager, which is really difficult and takes time.
If you believe in a security strategy - a strategy of more friends and fewer enemies, a strategy of greater cooperation and a strategy of keeping America better at home as we grow more diverse - we have to build the minds and hearts to build this kind of world.
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