A Quote by Richard Branson
What's the most critical factor in any business decision you'll ever have to make? Basically, it boils down to this question: If this all crashes, will it bring the whole house tumbling down like a pack of cards? One business matra remains embedded in my brain - protect the downside.
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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.
Scripts are a house of cards and you can't just reach in the middle and pull out the middle card because the house of cards will fall down. But at a certain point you almost have to allow that house of cards to get knocked down a few times because you need to make it sturdier. How many times do you hear, "No, that doesn't make sense," or "Why would this happen?" That was a mistake. You shouldn't have those moments, because the moment you're knocked out of the story, then you're dead. And all you can go is moment to moment,or joke to joke. And that's gonna wear people out.
Your whole life boils down to a moment that will take 20-40 seconds. How crazy is that? And it's every four years. I wouldn't tell myself that during the meet, but it's terrifying. A lot of it boils down to a very precise moment in the universe, and that just happens to be the Olympics.
Among the social networks, LinkedIn can be one of the most useful when it comes to cultivating critical, lucrative business opportunities, since it has a high concentration of business decision makers.
I was in the company of movie stars, important directors, and powerful business tycoons. I felt like Alice tumbling down the rabbit hole.
Films like 'Bond' fund training schemes for film technicians of the future, and working on films themselves provides a great training ground for budding directors and cinematographers. If there's no money there for films to be made, it's like a house of cards, it all comes tumbling down.
For example, when I was writing Leviathan, which was written both in New York and in Vermont - I think there were two summers in Vermont, in that house I wrote about in Winter Journal, that broken-down house... I was working in an out-building, a kind of shack, a tumble-down, broken-down mess of a place, and I had a green table. I just thought, "Well, is there a way to bring my life into the fiction I'm writing, will it make a difference?" And the fact is, it doesn't make any difference. It was a kind of experiment which couldn't fail.
When I make a decision to run, I will make an investment, just like any business I've made investments in before.
Bring me another bad one, and I shall protect my British people - I brought down Thatcher to protect my people, and I'm bringing down Tony to defend them, and I'll be there for any other dangers that come along.
In this business, you have a hierarchy of stars. Russell Crowe, Tom Hanks - you name 'em, they can play any part they want. Guys like me who are somewhere down in the middle of the pack, that's a different story. I can do things in the theater that I can't do anyplace else.
When a parent dies, the whole house of cards comes down.
I am very self-critical and always will be. I think this makes me want to improve, always. But just because I'm self-critical and say what I thought of my performance in a game, it doesn't mean I will bring myself down, ever.
I assumed a business like a film studio would behave like a business and still want to protect its own interests, still do the best it could to get as many people paying for as many of their movies as possible. I realized this is not actually a business about business: it's a business of egos and dominance.
The whole conflict thus boils down to a question of degree. We of the minority see a law of diminishing returns in progress; our opponents do not.
In business, integrity is just as important as in any of the great public offices... but I believe one of the first and fundamental obligations of competent business leadership is above all to protect the reputation and integrity of the business - to that degree the integrity of the business is the integrity of the leader.
A typical medical practice is like an old-fashioned business which keeps all of its records on paper. It can probably track down any individual transaction if it needs to, but it's basically helpless when it comes to overall measurements of performance. And that's the big problem.
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