There's no difference between a pessimist who says, "Oh it's hopeless, so don't bother doing anything." and an optimist who says, "Don't bother doing anything, it's going to turn out fine anyways. Either way, nothing happens."
Yvon ChouinardRead
At Patagonia, making a profit is not the goal because the Zen master would say profits happen 'when you do everything else right'.
Interpretation
The focus should be on doing things correctly, and profits will naturally follow.
This quote by Yvon Chouinard highlights the philosophy of prioritizing values and ethical practices over the mere pursuit of profit. It suggests that when an organization or individual consistently strives for excellence and acts responsibly, financial success will come as a byproduct rather than the primary objective.
In practice
In a business seminar discussing sustainable practices.
There's no difference between a pessimist who says, "Oh it's hopeless, so don't bother doing anything." and an optimist who says, "Don't bother doing anything, it's going to turn out fine anyways. Either way, nothing happens."
I think risk is important. I don't care if it's a great financial risk or a physical risk. You only get out of something what you put into it and the fact that you are willing to risk something means that you are going to get a lot more out of it.
The solution may be for a lot of the world's problems is to turn around and take a forward step. You can't just keep trying to make a flawed system work.
We're a part of nature. As we destroy nature, we destroy ourselves. It's a selfish thing to want to protect nature.
Evil doesnβt have to be an overt act; it can be merely the absence of good. If you have the ability, the resources, and the opportunity to do good and you do nothing, that can be evil.
The future of Yosemite climbing lies not in Yosemite, but in using the new techniques in the great granite ranges of the world.
When you're thinking about your next product or current product and wondering how to make it different so you don't have competition, understand the job the customer needs to get done.
Consistent alignment of capabilities and internal processes with the customer value proposition is the core of any strategy execution.
As an entrepreneur, I've learned how crucial it is to be able to call a spade a spade and avoid falling in love with a particular strategy or product. Instead, you need to let the customer tell you what she needs - and to change her as she changes.
It is very difficult to get people to focus on the most important things when you're in boom times.
The best start-ups might be considered slightly less extreme kinds of cults. The biggest difference is that cults tend to be fanatically wrong about something important. People at a successful start-up are fanatically right about something those outside it have missed.
The NBA is never just a business. It's always business. It's always personal. All good businesses are personal. The best businesses are very personal.
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