A Quote by Ronnie Screwvala

When something becomes a business, 50% of your decisions are what you have to do and not what you want to do. — © Ronnie Screwvala
When something becomes a business, 50% of your decisions are what you have to do and not what you want to do.
You may earn whatever money you earn as a cricketer, but you want to play for your country. At the end of the day, you want to do something special. There are plenty of people who earn 50 crores or 100 crores as businessmen or big professionals or who are really doing well in business. But what gives pleasure to your mom and dad is the fame.
If we want people on the front lines of companies to be responsible for making good business decisions, they must have the same information that managers use to make good business decisions.
You can be obsessed with makeup and hair products and, you know, your appearance and still be absolutely making smart life decisions and work on your smarts, develop your smarts by studying something like math. Then you'll make much better decisions on the brands of clothing that you buy or whatever it is that you want.
Part of making good decisions in business is recognizing the poor decisions you've made and why they were poor. I've made lots of mistakes. I'm going to make more. It's the name of the game. You don't want to expect perfection in yourself. You want to strive to do your best. It's too demanding to expect perfection in yourself.
Parts of you die with every decision you have to make. It becomes about making decisions between bad decisions and worse decisions.
First something is a great idea, then it becomes a cause, then it becomes a business and finally it becomes a racket.
If you're constantly making business decisions on behalf of your investors first, ultimately you're going to wear down your other stakeholders. It's going to be potentially hurtful for your employees and your customers and the community you do business with.
When you try to master the emotions of a decision and say, if you're 50 years from now and you look back, 'Did we take the right decisions?' Then the decision becomes a lot easier.
I feel lucky every day. But I can also trace that luck back to decisions I have made. Frequently, those decisions have been to pay my own way to somewhere I want to be and something I want to do.
You know, art is very emotional business. But mostly it becomes not emotional, the fabric of commodity. It becomes business. It becomes so many different things. Because we forgot there was emotions involved.
Once you engage with the simple enough business of feeding yourself, of soil and water, weather, season and harvest, it becomes personal. It is about you, your family and friends. Food becomes an aspect of those relationships as well as your intimacy with your plot.
The 50-50-90 rule: Anytime you have a 50-50 chance of getting something right, there's a 90% probability you'll get it wrong.
When a nanotech company matures and becomes a real business, it becomes something else. It becomes a biotech company or a cleantech company or a memory chip company. Nanotechnology has fueled the core innovations in electronics and energy.
You have to do things right to stay in business, and that's not easy, and that's a choice on a daily basis, the choices you make in how to run your business and how to have a point of differentiation and how to be true to your brand, how to offer something that people want and to offer something that you love.
Creative leadership impact increases in your 50's. When I turn 50 I want to say, "Nice start!"
In sports and in business, the greatest leaders are those who make the best decisions in the most crucial of situations. They are the ones who focus their energy on turning tough decisions into winning decisions.
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