A Quote by Neelie Kroes

I know a smart business decision when I see one - choosing open standards is | a very smart business decision indeed. — © Neelie Kroes
I know a smart business decision when I see one - choosing open standards is | a very smart business decision indeed.
No Pilar," Agustin said. "You are not smart. You are brave. You are loyal. You have decision. You have intuition. Much decision and much heart. But you are not smart.
As much as I hate that it's a business decision - like, I'm just picking a school - it really is a business decision. I really don't see anything wrong with waiting it out.
My best business decision was becoming a writer as well as a director, and learning all aspects of the filmmaking craft. My worst business decision was licensing music that I don't own.
The truth is that the celebrities that transitioned into being business moguls or launching a brand have to be very smart, or at least be advised by very smart people.
I'll never forget my worst business decision. I bought a Nissan Pathfinder with my first signing bonus. I didn't even have a place to live, but I bought a car. Not a smart move but, believe me, I learned from that mistake.
A smart entrepreneur knows they cannot run a business on their own. They know that business is a team sport.
In business, standards establish the rules of the game, creating path dependencies as investments are made and corresponding designs are set in stone and plastic. Inferior standards can prevail due to smart marketing or industry collusion.
There's all of the DVD extra material and all these other pieces of information that don't fit into a 90-minute experience, but it's still content and people still want to see it. It's being open to [the fact that] the business is changing and being open to how you can make money to afford you to stay in business to keep making new things. I think you just have to have an open mind and be really smart about stuff and not be so locked into the conventional way of how the process used to go.
When I bought my house in L.A., that was the best business decision I ever made, until the housing market crashed, and it became the worst business decision I ever made.
When I started the diamond business, no black person, period, was in it to do what we're trying to do to change the industry. So I like to do things that I see clearly that are in my, you know, scope. And then, I had to figure how I get talented or smart business people around me to execute. That's what I have to do.
There's book smart, there is street smart, there's relationship smart, there's too many different kinds of smarts to know all of them. Everybody doesn't know every kind of smart. There's money smart, there's movie smart, there's computer smart. There's just too many different kinds of smarts for people to know all the smarts.
The venture business is a bit of an apprenticeship business, so the firm I worked for didn't let me make an investment until I was 30. That was probably a very smart thing.
I think there are so, so, so, so many things you have to be... to do this... you know, to keep going in the music business. Of course, you have to play well with others, you know, and you have to be smart with business and be good at your craft and be healthy.
I'm a Chicago kid. So, of course, I'm open to playing for the Chicago Bulls if that's a team that's interested in me. At the same time, any decision that is made, it's never personal. It's always business. I have to make the right decision for me and my family.
The hurricane complicates things in that what would have been purely a business decision becomes a decision of the heart.
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.
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