A. O. Scott Quotes

I'm kind of like the goofy number-seven guy in a lot of movies.

I want to struggle and make films. It's not a financial thing, it's more of a who-I-am thing.

Men should have rough hands and be strong.

I can't sit still for 10 minutes.

Scotland had oil, but it's running out thanks to all that deep frying.

I am shocked and slightly perturbed by his exuberance and quick wit. Knock Knock Channel 4

In my opinion, if the human race is going to survive, [religion] is something we definitely need to get over - and we're far from over it, and so therefore, I'm far from over it.

I know that YouTube has made me smarter just by having to think about my views and how to defend them.

Once you become a producer, you're really selling something. It is a control issue, because you don't really know how it's going to pan out, but the creative control makes it work it.

If I really knew how to do good storytelling, I would be a writer. Mystery is not a huge part of it. ... It's tension, it's relationships. I think it's a struggle.

The most magical moments for me come from the little ones in elementary school. They ask adorable and meaningful questions.

To me good storytelling is about journeys. It's about people's journeys, people's discoveries and how they deal with those discoveries; circumstances that put people in different situations.

When I take a role I wonder how I can use it to find out who I really am. I don't think I'm so rare a person.

There are just times when your body and your soul feed into a character and you somehow meet at the point where that character truly lives in you. It happens in plays, in TV, in films.

I have always wanted to do a book about actors because I think that the death of a character is a tremendously emotional experience.

I've always been creative, with a huge amount of energy.

I want to be in a position where I feel comfortable selling an idea.

Facebook is one way to be able to communicate in a quick way. I never hired a firm to send out pictures and such so I am lame that way. All I can say is how grateful I am for the fans I have.

I have rock climbed but not in awhile. Love all sports, reading, cooking, some carpentry, gardening.

What really put me over the top was receiving a packet of hundreds of hand-written thank you notes, telling me how the kids were inspired and excited about the [Cube] project.

I love talking to all the kids, and have enjoyed the enthusiasm and response from their teachers as well.

I would rather die a dreamer than live as a cynic.

Today evil spirits are seen as negativity which floats around the Earth in large quantities.

Every leader needs to watch what teenagers or startup companies - or startup companies headed by teenagers - are doing today, because many of those behaviors will be mainstream behaviors tomorrow.

The most important thing here is to largely ignore what customers say, and instead watch what they do or track where they spend money.

All disruptive innovators make it easier and more affordable for people to do what matters to them, and follow a strategy that doesn't at first glance make sense to the market leader.

Good innovators like to solve business crossword puzzles.

When you are motivating people to do amazing things, you have to win over both their rational side and their emotive side.

Anything that has low certainty or has a lot of impact should be tested early.

Almost every disruption starts at the perceived fringes of today's market.

A next-generation innovation writer and thought leader worth watching.

Mucken Singh works VERY hard on his brawler's physique!

Every great idea emerges out of a process of trial-and-error experimentation.

Anytime you see a constrained market, where consumption is limited to those who have special skills or are wealthy, that signals an opportunity for innovation.

I feel for today's leaders. I really do. They got to where they are by doing a series of jobs exceptionally well. And that doesn't help them at all with the challenges they now face.

Not only do innovators have to deal with all of the fundamental challenges of innovation, they have to do so in an environment that often is implicitly hostile towards innovation.

The sad truth is as difficult as the first mile can be for entrepreneurs, it is doubly tough inside most large companies as innovators can face some significant headwinds.

Teams working on disruptive ideas need to be small enough that they can be fed by no more than two pizzas.

A spreadsheet for an innovative idea reports the mathematical relationship between made up numbers. You can't cash a spreadsheet.

Successful strategies adhere to a basic pattern.

Have a core concept, but wrap it in a full business model.

It's very easy to skip steps when documenting an idea.

I'm suggesting that principles meant to deal with uncertainty that occurs naturally can be useful to manage the uncertainty that characterizes any new idea.

Document, evaluate, focus, test.

If you work on a new product launch, spent time in a new geography, or work to develop a completely new skill, you have no choice but to figure out new ways to solve problems.

I have a fear right now that what I call the advertising-narcissism complex is sucking up way too much top talent.

People who live in more than two countries are more successful innovators.

Leaders today face challenges for which they are utterly unprepared.

In the face of uncertainty, many companies will default to asking their innovators to study and analyze, which can't actually ever provide a definitive answer.

Data about an innovative idea is rarely crystal clear.