Top 1200 Investment Management Quotes & Sayings - Page 5

Too many politicians seem to reach for 'infrastructure' as the default answer to investment, as if roads and bridges were the answer to everything. Even the IMF and the World Bank seem to mainly offer infrastructure spending as an alternative to austerity, although they are right to focus on the need for investment.

The monetary managers are fond of telling us that they have substituted 'responsible money management' for the gold standard. But there is no historic record of responsible paper money management ... The record taken, as a whole is one of hyperinflation, devaluation and monetary chaos.

You can teach all sorts of things that improve the practice of management with people who are managers. What you cannot do is teach management to somebody who is not a manager, the way you cannot teach surgery to somebody whose not a surgeon.

You got to have the right lawyer and good management. I went years and years without management and even a good lawyer; I used to handle contracts on my own, and it was definitely corners that they would cut. It wouldn't have happened if I had a good lawyer behind me.

Economic management involves the operation of economic frameworks in real time - for example, in the private sector, the management of complex financial institutions or, in the public sector, the day-to-day supervision of those institutions.

An investment in our kids is an investment in our future. It strengthens our economy through workforce development, attracts new jobs, and builds new industries in our state.

One observer commenting on security analysts over forty stated: "They know too many things that are no longer true." As long as I am "on stage", publishing a regular record and assuming responsibility for management of what amounts to virtually 100% of the net worth of many partners, I will never be able to put sustained effort into any non-BPL activity. If I am going to participate publicly. I can't help being competitive. I know I don't want to be totally occupied with out-pacing an investment rabbit all my life. The only way to slow down is to stop.

Fixing culture is the most critical ? and the most di?cult ? part of a corporate transformation… In the end, management doesn’t change culture. Management invites the workforce itself to change the culture.

You have to understand your own psychology. You have to understand that human beings weren't really designed to invest. We have all these emotions that are appropriate responses if you're being chased by a tiger, but they're terrible responses if you've got a 30-year time horizon to think about investment or when you're trying to manage investment over 30 years.

Most of the time, your risk management works. With a systemic event such as the recent shocks following the collapse of Lehman Brothers, obviously the risk-management system of any one bank appears, after the fact, to be incomplete. We ended up where banks couldn't liquidate their risk, and the system tended to freeze up.

The UK is the number one destination in European Union for inward investment, the World Bank has ranked the UK as the sixth easiest place in he world to do business, so any organisation that makes promises about investment in the UK should live up to those promises.

What we prefer to do is operate our investment bank in a way that is like what investment banks used to be, which is a middle man - someone who is here to match people who need capital with people who have capital - and not position ourselves at the center of that by taking big positions on a trading stance.

I've never invested in any airline. I'm an airline manager. I don't invest in airlines. And I always said to the employees of American, 'This is not an appropriate investment. It's a great place to work and it's a great company that does important work. But airlines are not an investment.'

What I find in a creative company is while there is a desire to build a management foundation that can feel clear and consistent, the unique product we're in Illumination Entertainment making doesn't always allow for that. So rather than following management strategy that talks about building your structure and then staffing that structure, I tend to build the structure around the strengths of the individual people we have.

Nothing in finance is more fatuous and harmful, in our opinion, than the firmly established attitude of common stock investors regarding questions of corporate management. That attitude is summed up in the phrase: "If you don't like the management, sell your stock." ... The public owners seem to have abdicated all claim to control over the paid superintendents of their property.

I think stupidity in business is really an interesting thing. What winds up happening is a disconnect between your company's strategic management and then your more applied on-the-street management. I guarantee with you that the board of directors of most companies has no idea what the costs of hiring people really is in the HR department.

South Korea's investment in Russia has not been smooth, ... Korea had planned to carry out 126 investment projects worth 273 million, but in reality, only 91 projects worth 137 million are under way.

Now we're in a very different economy. Throughout the late 1980s and 1990s American management started to do the right things. There was extraordinary investment in technology. The dominant questions now are less how to do it better, how to manage better, how to make the economy better, than how to have fuller and more meaningful lives. Because the irony is, now that we've come through this great transition, even though our organizations and our people are extraordinarily productive, many feel that the nonwork side of life is very thin.

Bitcoins are not a real investment; they are bets inside a casino. If the price goes back up, don't be fooled. In the parlance of popping investment bubbles, it's something called a 'dead-cat bounce.' People who are desperate to keep the game going rush back in, hoping to bring the price back up, but it never lasts.

The conventional definition of management is getting work done through people, but real management is developing people through work.

I immediately went out and bought a book on anger management. And now I have that book, and I don't know if I'll get to the book. But I'm certainly excited about the day where I can't find the book, and I get to say, 'Where the hell is my anger management book?!'

These results add up to perhaps the most important investment lesson of all that can be drawn from this week's market anniversaries: Predicting turns in the market is incredibly difficult to do consistently well. That means that, if your investment strategy going forward is dependent on your anticipating major market turning points, your chances of success are extremely low.

The best way to get a sense of what kinds of emergencies might present themselves in your community is by contacting local chapters of the American Red Cross or offices of emergency management in the region or state. Most large cities will have their own offices of emergency management.

The World Wide Web is precisely what we were trying to PREVENT. We long ago foresaw the problems of one-way links, links that break (no guaranteed long-term publishing), no way to publish comments, no version management, no rights management.

One thing is to know how to do things and another is to make it simple and accessible to others. This is the challenge for the big players when they go into management. To do that, you have to learn and study very hard. I have read football management books, analysed myself and the way other people learn and understand things.

I will tell you, in the case of education, you have to make the investment if you're going to get the return. There's no doubt about that. It's a proven fact the return is there if you make the investment. It really is about priorities.

Home, the idea of home, is my principal purpose. If people have bought a house as an investment or chosen the furniture because they'll be able to sell it for more, you can tell in two minutes. You know, our parents didn't buy a house as an investment. They bought it as a place to bring you up, to give you roots.

It's not a question of arriving and putting in a whole new administration, but instead, arriving and "compacting" things as much as possible, reducing management layers. We want as few management layers as possible, so that executives are very close to the operations. We also don't believe in having big corporate infrastructures.

We have overwhelming evidence that available information plus analysis does not lead to knowledge. The management science team can properly analyse a situation and present recommendations to the manager, but no change occurs. The situation is so familiar to those of us who try to practice management science that I hardly need to describe the cases.

Companies, as they grow to become multi-billion-dollar entities, somehow lose their vision. They insert lots of layers of middle management between the people running the company and the people doing the work. They no longer have an inherent feel or a passion about the products. The creative people, who are the ones who care passionately, have to persuade five layers of management to do what they know is the right thing to do.

What you pay for an investment is the single biggest determinant for how successful that investment will be. When equity prices are high, your returns will be lower. When they are cheap, your returns will be higher.

[Donald] Trump has threatened to withhold investment in Scotland in response to the calls to ban him from the UK. Over the years Mr Trump has made a number of statements about the different scale of his investment in the UK and his willingness to maintain them.

I am convinced that all this poverty in Mexico and in Latin America, like it's happening in China is the opportunity to grow. It's an opportunity for investment; it's an economic activity and to take out poverty is the best investment any person or a person can do in any place.

I am certain that Gadi Lesin's abilities and the experience he accumulated during his sixteen years in a variety of general management roles in Strauss Group in and outside of Israel will enable him, together with group management and all managers and employees of Strauss, to continue to take the group forward to further success.

When management owns stock, then rewarding the shareholders becomes a first priority, whereas when management simply collects a paycheck, then increasing salaries becomes a first priority.

A new product, technology, or innovation - such as Bitcoin - has the potential to give rise both to frauds and high-risk investment opportunities. Potential investors can be easily enticed with the promise of high returns in a new investment space and also may be less skeptical when assessing something novel, new, and cutting-edge.

Time and time again, truly basic studies of simple experimental organisms have proved directly relevant to human biology and human disease. An investment in such basic studies is an effective investment indeed.

Net return is simply the gross return of your investment portfolio less the costs you incur. Keep your investment expenses low, for the tyranny of compounding costs can devastate the miracle of compounding returns.

We have worked to make our trade negotiations more transparent and to negotiate value-based agreements. We have listened to concerns, for example by carrying out a reform of the investment protection system and setting out to create a multilateral investment court. Our world is rapidly changing and this creates a multitude of concerns.

We know that investment causes growth. But it is also true that growth causes investment.

I put that in my management's hands and my company's hands. We sit down all together, the family, D-Block, my management and I go build with KOCH, the distributor. You open up your own sites, you get your MySpace, you get your websites and get your little digital team on the side... and that's how you handle that.

Historically Turkey hasn't had much success in attracting foreign investment. Slowly that is changing. There's a tradition of arbitrary decisions by government ministers and senior civil servants, which would ruin businesses from one day to the next, and which has tended to deter foreign investment. That's changing, and convergence with E.U. practices is a good thing in that it improves governance.

It is our argument that a sufficiently low price can turn a security of mediocre quality into a sound investment opportunity - provided that the buyer is informed and experienced and he practices adequate diversification. For, if the price is low enough to create a substantial margin of safety, the security thereby meets our criterion of investment.

Management is not being brilliant. Management is being conscientious.

It is a certainty that Keegan would not have agreed to return unless Mike Ashley had committed to sanctioning a mammoth spending spree. The downside, which Keegan will soon discover, is the law of diminishing returns in a league that is now the richest in the world. The type of multi-million-pound investment that bankrolled the first Newcastle revival under Keegan is now two-a-penny. Buying success just isn't as easy as it used to be. The Premiership's paradox is that the more money there is, the more the art of management gains in value.

The central problem of management is how spontaneous interaction of people within a firm, each possessing only bits of knowledge, can bring about the competitive success that could only be achieved by the deliberate direction of a senior management that possesses the combined knowledge of all employees and contractors

I started in investment banking at Allen & Company in 1991. It was the go-go days of media mergers, and we were incredibly busy with one deal after another. Unlike typical investment banking groups, even in the midst of merger mania, we didn't have a formal face-time culture - and I felt empowered by that.

In the Great Depression, employment was not low because investment was low. Employment and investment were low because labor market institutions and industrial policies changed in a way that lowered normal employment.

The spectacle of modern investment markets has sometimes moved me towards the conclusion that to make the purchase of an investment permanent and indissoluble, like marriage, except by reason of death or other grave cause, might be a useful remedy for our contemporary evils. For this would force the investor to direct his mind to the long-term prospects and to those only.

Any executive, any CEO should not have 1 management style. Your management style needs to be dictated by your employee.

The City of London has never been known for understanding technology and has never matched Silicon Valley's tradition of knowledgeable investment in technology start-ups, just as the U.K. government has never matched the vast investment made by the U.S. government.

I would hope that American managers-indeed, managers worldwide-continue to appreciate what I have been saying almost from day one: that management is so much more than exercising rank and privilege, that it is much more than "making deals." Management affects people and their lives.

JPMorgan was already, for the most part. Our businesses at JPMorgan share the same cash-management systems. The commercial bank, the private bank, the retail bank, they all use the branches. The cash-management system moves the money around the world - for global corporations, and for you, the consumer, too.

With the Tube, it just needs more investment. Maybe lengthening some of the platforms to get more carriages in, things like that. It just needs more investment put into it.

The management of creativity is more intimate. By that I mean that it deals with an individual's personal, psychological landscape. It deals with the way you create relationships. It deals with creating an atmosphere and environment that support the creative process. As a result, it is a management skill set that is inherently psychological and that encourages desired outcomes rather than demands those outcomes.

The smart people who are straight are involved in simply the media management of what has turned into a slow apocalypse, spreading starvation, exacerbated class differences, toxified agriculture, so forth and so on. I don't believe the Establishment thinks there are solutions. Their policy is basically the management of panic, which is hardly a forward moving approach to the adventure of human civilization.

If I come in, and you're an employer, and I say, 'Well, I was a sniper in the Marine Corps. Do you have any sniper positions open?' 'No.' But if I told you that I was good at communication, good at leadership under stressful environments, team management, personnel management, leadership, being prompt, are stuff that I can bring to the table.

Management and entrepreneurship are only two different dimensions of the same task. An entrepreneur who does not learn how to manage will not last long. A management that does not learn to innovate will not last long.

Most financiers, corporate lawyers, lobbyists, and management consultants are competing with other financiers, lawyers, lobbyists, and management consultants in zero-sum games that take money out of one set of pockets and put it into another.

When I wrote my first book, Crisis Management: Planning for the Inevitable, it was endorsed by the American Management Association, and consequently was read by America's top corporate leaders, and overnight put me in high demand as a consultant and as a speaker. Also, that book forever changed the way businesses look at and deal with crises by giving a tangible feel to an otherwise intangible subject.