Quotes

If you're playing baseball, why are you playing baseball? Is it to have success on the field and be a Hall-of-Famer or whatever it is? Sure, that's everyone's goal. But then what? For me, it's about the legacy you leave off the field.

One of the banes of successful innovation is that companies may be so committed to innovation that they will give the innovators a lot of money to spend.

The paradox explored in my book 'The Innovator's Dilemma' is that successful companies can fail by making the 'right' decisions in the wrong situations.

In organizations, once you articulate how success will be measured, everybody tries to game the system so that they are measured in the best possible way.

People have an idol they want to be like and try to follow what the idols did. But when you do, you find out you're not very successful and you're not very happy. You try to copy these models, and it doesn't yield successful results.

The key is not to figure out what the best people are doing and try to emulate it - rather, figure out what causes people and companies to be successful.

I wouldn't say there isn't a direct path to a successful career. There are people who knew exactly what they wanted to do from a very young age, weren't going to be diverted, and then they just went out and achieved it.

There are direct paths to a successful career. But there are plenty of indirect paths, too.

In an environment where you've got to push innovations out the door fast and keep the cost of innovation low, the probability that you'll be successful is actually much higher.

We need to have a better balance between a deliberate strategy and staying open. Because in the end, most of us end up being successful in a career that we never imagined we would be in at the beginning.

Eighty percent of the cases used in the typical MBA program are about successful companies. Students graduate with this notion that 'If I do everything that the people in those cases did, then my organization will grow and be successful, too.'

If you're successful and growing, you can manage any way you want to. Growth makes so many dimensions of management easier. It's when growth stops that things get tough.

There is no evidence that success in business will make us happy people or allow us to have happy families.

People who have the drive to achieve spend most of their time on what brings them the most tangible, immediate sense of success. Investments in our family only pay off in the very long term.

In the scriptures, we are told you can't really understand happiness unless you understand sadness. You don't know pleasure if you don't know pain. It's part of life. So can you learn something from somebody who has gone from success to success to success? I don't think so.

Innovation almost always is not successful the first time out. You try something, and it doesn't work, and it takes confidence to say we haven't failed yet... Ultimately, you become commercially successful.

When you start out, you kind of hope for success. That's what you are working for. But you never really know.

I play to the best of my abilities and am thankful for the many opportunities and amazing success He has given me. Through it all, I want to do right, not make mistakes, and live a life that is pleasing to Him.

The only way you're going to make it is to have a hunger for success and a will to win. That's something that's always pushed me.

My uncle played rugby, and my dad played football, and they used to argue which game was the roughest - and everybody agreed rugby was. It's a great team sport, and to be successful, every person has to play in the same level.

As long as somebody finances you, can make a film and get it seen any place and in any language; then, hopefully, it's a success.

I want the troops from Great Britain and the U.S. to be successful, but by the same token, Afghanistan has always been a screw-up.

There's no real excuse for being successful enough as an actor to do what you want and then selling out. You do it pure. You don't try to adapt it, make it commercial.

The successful entrepreneurs on the free market will be the ones most adept at anticipating future business conditions. Yet, the forecasting can never be perfect, and entrepreneurs will continue to differ in the success of their judgments. If this were not so, no profits or losses would ever be made in business.

Lacking the direct test of success or failure, the voter tends to turn, not to those politicians whose measures have the best chance of success, but to those with the ability to 'sell' their propaganda. Without grasping logical chains of deduction, the average voter will never be able to discover the error that the ruler makes.