Carlos Sainz Jr. Quotes

I feel like we're a very good top-10 car, but we really have to work hard and find a unique way to get these top fives.

The successful man is the one who finds out what is the matter with his business before his competitors do.

The values we developed were instrumental in gaining a competitive advantage.

No matter what, the entrepreneur must strive to be above average and, at the same time, understand what is driving those averages they are seeking to beat. Take the time to understand and test the metrics you are using, and then you can not only set the average, you can exceed it.

You have to go through a process, but you have to understand, if your objective is to win the World Series, we may not be winning it in 2017 or 2018, but that's got to be what your goal is, and you have to have a plan to get there, and you have to know, every step of the way, are you on plan - on schedule - or not.

With experience also comes the understanding that you have to beat the rally before you can beat the competition.

You want to put yourself in the best position to try and win.

Business, more than any other occupation, is a continual dealing with the future; it is a continual calculation, an instinctive exercise in foresight.

I think if I get the training spot on, the equipment perfect and I'm in the right state of mind, I can get a result there from no competitive action.

The underlying principles of strategy are enduring, regardless of technology or the pace of change.

My own view is that every company requires a long-term view.

In a period of economic downturn, the overwhelming instinct is to pare back, cut costs, and lay off. If you do that, do so with your strategy in mind. The worst mistake is to cut across the board. Instead, reconnect and recommit to a clear strategy that will distinguish yourself from others.

It's important to have a really clear strategy so when you are in business, you only have to make micro-strategy changes.

Concentrate your strengths against your competitor's relative weaknesses.

Strategy is about making choices, trade-offs; it's about deliberately choosing to be different.

If you want to be promoted into the first league of carmakers, then you can't just follow suit.

Good plans shape good decisions. That's why good planning helps to make elusive dreams come true.

Two types of choices seem to me to have been crucial in tipping their outcomes towards success or failure: long-term planning, and willingness to reconsider core values.

To be successful in business, you have to be ruthless.

When you're coming into a company and, you know, have to do a transformation, what you really want to do is look at the company and say, 'Okay, here are the parts that the company does well. How do we get those genes to hyper-express? The genes that are getting in the way, how do you turn those off?'

Our focus is to see that we are growing faster than the industry and, whichever product we launch, we do better than competition. We try and manage our operations better than competition. Essentially, we try to be better than what we were the previous year.

If you put on your business hat, you can't maintain competitiveness by staying at a competitive disadvantage. I mean, you just can't. The odds are just not in your favor.

Challenges need to be given to an organization.

The biggest challenge to thriving in the marketplace is identifying the strategic moves that will keep us ahead of the competition.

These guys are playing checkers. I'm out here playing chess. When they figure it out, it's too late.