Best 875 quotes in «strategy quotes» category

I have placed my faith in humanity, but faith in the universal becomes meaningless without faith in the individual. – Panchali Draupadi

Immediate solutions should be avoided at all costs. When a situation arises that requires some strategic thought, the leader should take the time necessary to review that thought in their own mind. This is almost universally applicable to any major decision that person has to make.

I learned about opening moves and why it's important to control the center early on; the shortest distance between two points is straight down the middle.

Impulsivity is its own form of evil.

Impulsivity is its own form of evil. It forces one to spend many moments suffering a decision made in one.

I much preferred winning to thinking and I didn't like losing at all.

Improvement combines effectiveness with simplicity.

Improvements enable adapting to new situations.

I learned not to pray about my strategies, but to make prayer the strategy.

in a world more networked and connected than ever, your talent increasingly doesn’t carry an employee ID.

In a game of chess, it is expedient to sacrifice your queen to capture your opponent's king.

In a conflict doesn't win who has more weapons but who knows best use for them

in general, strategy should be reviewed every quarter and updated every year.

In business 'professionalism' is not a tactic but a moral value.

In carrying out a peacekeeping mission where the grand strategy is to maintain peace and order by persuading armed parties or other hostile elements to back away from aggressive activities, military strength is not a definite measure of success; neither could material contribution alone guarantees the "winning of the hearts and minds" of the people. What appears to be important is the day-to-day conduct of the peacekeepers on the ground; those who uphold the principles of neutrality and impartiality, as well as those who are able to carry all aspects of its operational duties exceptionally.

Informed decision making, is key in molding a defined path for effective progress.

In business, sport, entertainment and beyond an idea is worth next to nothing. The energy, effort, passion, talent, tenacity, strategy, resilience and resourcefulness to see it through and make something of it is worth everything.

In life, sincerity is always the best strategy to win people’s heart!

In essence, the job of the strategist is to understand and cope with competition. P. 25

Injuries, therefore, should be inflicted all at once, that their ill savour being less lasting may the less offend; whereas, benefits should be conferred little by little, that so they may be more fully relished.

In my talks, I share the branding approach focused on the strategy, the content and the connection over just the look and the feel. It is the content that makes the connection and continues to keep people connected.

Innovation and creativity are the basic ingredients of success.

In order to be a tech leader, visionary and strategist you can't fear being wrong - it is going to happen sooner or later!

In order to sell, salespersons have to correctly evaluate and cater to customer choices.

In order to deliver people we need to have a strategy, to have a plan of deliverance

In politics there is a large difference between loosing and being defeated.

In our view, the specific framework a company uses to ground its strategic plans isn’t all that important. What is critical is that the framework establish a common language for the dialogue between the corporate center and the units—one that the strategy, marketing, and finance teams all understand and use.

In my experience, the content strategist is a rare breed who's often willing and able to embrace whatever role is necessary to deliver on the promise of useful, useable content.

Intelligent efforts are successful.

In sales, every prospect is a potential customer.

Intended Strategy is shooting with a rifle not a shotgun

In relationships, the cheater is unable to trust anyone, including the cheated.

In politics, nothing good ever comes from the unexpected.

Intelligence analysts should be self-conscious about their reasoning processes. They should think about how they make judgments and reach conclusions, not just about the judgments and conclusions themselves.

In the realm of political action, laws are few and far indeed: skills are everything.

In the absence of expert [senior military] advice, we have seen each successive administration fail in the business of strategy - yielding a United States twice as rich as the Soviet Union but much less strong. Only the manner of the failure has changed. In the 1960s, under Robert S. McNamara, we witnessed the wholesale substitution of civilian mathematical analysis for military expertise. The new breed of the "systems analysts" introduced new standards of intellectual discipline and greatly improved bookkeeping methods, but also a trained incapacity to understand the most important aspects of military power, which happens to be nonmeasurable. Because morale is nonmeasurable it was ignored, in large and small ways, with disastrous effects. We have seen how the pursuit of business-type efficiency in the placement of each soldier destroys the cohesion that makes fighting units effective; we may recall how the Pueblo was left virtually disarmed when it encountered the North Koreans (strong armament was judged as not "cost effective" for ships of that kind). Because tactics, the operational art of war, and strategy itself are not reducible to precise numbers, money was allocated to forces and single weapons according to "firepower" scores, computer simulations, and mathematical studies - all of which maximize efficiency - but often at the expense of combat effectiveness. An even greater defect of the McNamara approach to military decisions was its businesslike "linear" logic, which is right for commerce or engineering but almost always fails in the realm of strategy. Because its essence is the clash of antagonistic and outmaneuvering wills, strategy usually proceeds by paradox rather than conventional "linear" logic. That much is clear even from the most shopworn of Latin tags: si vis pacem, para bellum (if you want peace, prepare for war), whose business equivalent would be orders of "if you want sales, add to your purchasing staff," or some other, equally absurd advice. Where paradox rules, straightforward linear logic is self-defeating, sometimes quite literally. Let a general choose the best path for his advance, the shortest and best-roaded, and it then becomes the worst path of all paths, because the enemy will await him there in greatest strength... Linear logic is all very well in commerce and engineering, where there is lively opposition, to be sure, but no open-ended scope for maneuver; a competitor beaten in the marketplace will not bomb our factory instead, and the river duly bridged will not deliberately carve out a new course. But such reactions are merely normal in strategy. Military men are not trained in paradoxical thinking, but they do no have to be. Unlike the business-school expert, who searches for optimal solutions in the abstract and then presents them will all the authority of charts and computer printouts, even the most ordinary military mind can recall the existence of a maneuvering antagonists now and then, and will therefore seek robust solutions rather than "best" solutions - those, in other words, which are not optimal but can remain adequate even when the enemy reacts to outmaneuver the first approach.

It becomes a question of 'How do we convey our differentiation instantaneously?' and drive a wedge between any apparent (or assumed) sameness in the marketplace.

it is better to recapture an army entire than to destroy it, to capture a regiment, a detachment or a company entire than to destroy them.

In the end, the best victory is the one that looks like a defeat.

Investor confidence rests on leaders who deliver.

It is actually a good survival strategy to manipulate twist, and reorganize the truth in a way that is more consistent with what we can psychologically tolerate.

It is a good thing to make a bridge of gold to a flying enemy

It is of the greatest important in this world that a man should know himself, and the measure of his own strength and means; and he who knows that he has not a genius for fighting must learn how to govern by the arts of peace.

It is time to euthanize change management.

It may be of interest to future generals to realize that one makes plans to fit circumstances stances and does not create circumstances to fit plans. That way danger lies.

It is impossible for a business to not have a direction…you may as well decide it

It may be necessary to change our brand, catch phrases, strategy, design, etc. once in awhile. It may give us competitive advantages. But a change that demands the change of the SOUL of who we're doesn't deserve to be entertained.

It was badly received by the generation to which it was first addressed, and the outpouring of angry nonsense to which it gave rise is sad to think upon. But the present generation will probably behave just as badly if another Darwin should arise, and inflict upon them that which the generality of mankind most hate—the necessity of revising their convictions. Let them, then, be charitable to us ancients; and if they behave no better than the men of my day to some new benefactor, let them recollect that, after all, our wrath did not come to much, and vented itself chiefly in the bad language of sanctimonious scolds. Let them as speedily perform a strategic right-about-face, and follow the truth wherever it leads.

It takes a few key building blocks including leadership, strategy, structure, and capability to shape a customer-centric digital business.

It was rather difficult to throw a game when you had no idea what you were doing to win it in the first place.