A Quote by Rocky Wirtz

I understand that fans think short-term, and there's nothing wrong with that. You live or you die in the short term. But I believe in our system, and when you do that, you don't make knee-jerk decisions.
If the short-term decisions you make damage the long term, you should resist those. But there are many short-term decisions that you need to make to be a successful manager.
The dominance of short-term perspectives has led to routine decisions in the markets that sacrifice the long-term buildup of genuine value in pursuit of artificial, short-term gains.
The most important thing that a company can do in the midst of this economic turmoil is to not lose sight of the long-term perspective. Don't confuse the short-term crises with the long-term trends. Amidst all of these short-term change are some fundamental structural transformations happening in the economy, and the best way to stay in business is to not allow the short-term distractions to cause you to ignore what is happening in the long term.
With my eyes closed, I ask if she knows how this will all turn out. "Long-term or short-term?" she asks. Both. "Long-term," she says, "we're all going to die. Then our bodies will rot. No surprise there. Short-term, we're going to live happily ever after." Really? "Really," she says. "So don't sweat it.
If we can find short-term incentives that are consistent with our long-term objectives, it is much easier to make the right decisions in the moment.
Business is all about learning to balance the short-term, medium-term and long-term and I think it's when things are going well it covers up a lot of mistakes and bad decisions because you're growing so quickly.
Focus on the long term, and always do what's right to grow the company and not make short-term decisions. And outlast everyone one.
Any strategy that involves crossing a valley accepting short-term losses to reach a higher hill in the distance will soon be brought to a halt by the demands of a system that celebrates short-term gains and tolerates stagnation, but condemns anything else as failure. In short, a world where big stuff can never get done.
Positive defaults align our short-term decisions with our long-term interests. And we don't always do that.
People tend to overestimate the short-term impact of technological change. In the short-term, it's not going to make that much of a difference.
Outsourcing, in and of itself, isn't responsible for the erosion of America's high tech infrastructure. The short-term thinking that led to a lot of bad outsourcing decisions is the root cause. And short-term thinking isn't a problem confined to the executive suite. It's a problem in Washington and in our society as a whole.
I want to take a long-term view. Being distracted by short term things can be dangerous when you are making cold, calm, long-term decisions.
Politicians and the government have become too interested in short-term gains. Of course, if you look at the direct financial returns in the short term, human space flight is expensive. But they need to look longer term.
But obviously, we can't afford to make some bad long-term decisions with regard to basic commitments our country has - trade those away for some short-term assistance that may or may not be there a month from now.
Good decisions can have bad short-term outcomes but be great for the business long-term.
Our responsibility is to maximise shareholder value, and if that means we can make short-term investment where we can maximise short-term value, we can do that.
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