Best 875 quotes in «strategy quotes» category

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

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

I’ve learned that the long-game is the shortcut.

I was not so insane as to attempt to bend events to conform to my policies. On the contrary, I bent my policies to accord with the unforeseen shape of the events.

Make sure a conflict exists before working to resolve it.

Management Control Systems are designs/implementations of a management paradigm with respect to a strategy.

Managerial abilities, bureaucratic skills, technical expertise, and political talent are all necessary, but they can be applied only to goals that have already been defined by military policies, broad and narrow. And those policies can be only as good as strategy, operational art of war, tactical thought, and plain military craft that have gone into their making. At present, the defects of structure submerge or distort strategy and operational art, they out rightly suppress tactical ingenuity, and they displace the traditional insights and rules of military craft in favor of bureaucratic preferences, administrative convenience, and abstract notions of efficiency derived from the world of business management. First there is the defective structure for making of military decisions under the futile supervision of the civilian Defense Department; then come the deeply flawed defense policies and military choices, replete with unnecessary costs and hidden risks; finally there come the undoubted managerial abilities, bureaucratic skills, technical expertise, and political talents, all applied to achieve those flawed policies and to implement those flawed choices. By this same sequence was the fatally incomplete Maginot Line built, as were all the Maginot Lines of history, each made no better by good government, technical talent, careful accounting, or sheer hard work. Hence the futility of all the managerial innovations tried in the Pentagon over the years. In the purchasing of weapons, for example, “total package” procurement, cost plus incentive contracting, “firm fixed price” purchasing have all been introduced with much fanfare, only to be abandoned, retried, and repudiated once again. And each time a new Secretary of Defense arrives, with him come the latest batch of managerial innovations, many of them aimed at reducing fraud, waste, and mismanagement-the classic trio endlessly denounced in Congress, even though they account for mere percentage points in the total budget, and have no relevance at all to the failures of combat. The persistence of the Administrator’s Delusion has long kept the Pentagon on a treadmill of futile procedural “reforms” that have no impact at all on the military substance of our defense. It is through strategy, operational art, tactical ingenuity, and military craft that the large savings can be made, and the nation’s military strength greatly increased, but achieving long-overdue structural innovations, from the central headquarters to the combat forces, from the overhead of bases and installations to the current purchase of new weapons. Then, and only then, will it be useful to pursue fraud, waste, and mismanagement, if only to save a few dollars more after the billions have already been saved. At present, by contrast, the Defense Department administers ineffectively, while the public, Congress, and the media apply their energies to such petty matters as overpriced spare parts for a given device in a given weapon of a given ship, overlooking at the same time the multibillion dollar question of money spent for the Navy as a whole instead of the Army – whose weakness diminishes our diplomatic weight in peacetime, and which could one day cause us to resort to nuclear weapons in the face of imminent debacle. If we had a central military authority and a Defense Department capable of strategy, we should cheerfully tolerate much fraud, waste, and mismanagement; but so long as there are competing military bureaucracies organically incapable of strategic combat, neither safety nor economy will be ensured, even if we could totally eliminate every last cent of fraud, waste, and mismanagement.

Many ideas fail to see the light of day and are buried in the same fertile mind they once originated in because of a single reason. People fail to take the first step and the next steps never happen.

Minimal damage, but huge impact,” Mom said. “Something that some empire builders, or Emperors, fail to think about when they charged and conquered their neighbors. Not only were warfare expensive and costly, but the damage to the land and massive deaths were something the winning side of the war would inherit as well.” - Amazon Lee Adventures in China by Kira G. and Kailin Gow

Most businesses would profit greatly from just applying Change Management 101 well.

Most of us fear change. Even when our minds say change is normal, our stomachs quiver at the prospect. But for strategists and managers today, there is no choice but to change.

Moves and countermoves are not quite strategic

mystify, mislead, and surprise the enemy

Needless documentation hampers performance.

No one person is the cause for or consequence of all that happens. I am just the tenth man, the threshold, the turn in the tide. I stand here on the shoulders of humanity, a mere instrument of Time. – Govinda Shauri

One cannot be successful as an architect without thinking of not only what to do, but how to get it done within an organization, which requires knowing why it should matter to someone who isn’t a technologist.

Only Vastness of Character defines us....

Only time can reveal the future.

OUR ACTIONS RIGHT NOW WILL DEFINE THE CONTENT OF OUR PAST.

Our doctrine is one of cost-efficiency. Any officer who believes extermination of the enemy is a valid path to victory should immediately be demoted back to the ranks.” –Marshal Ranker

Our relations seemed poor to me, and I wasn't surprised that the US intelligence picture in the Horn of Africa was weak. Much of what I read consisted of recycled news headlines repackaged as intelligence. Real, valuable intelligence only came from real people, yet we hadn't done much to meet and work with the people.

Our research reveals that most companies’ strategic planning process keeps them wedded to red oceans. The process tends to drive companies to compete within existing market space.

Over time, repetition brings perfection, which brings success.

Patience and Forgiveness are at the heart of A warrior's success, they help engender necessary intervals of space and time to evaluate difficult encounters.

Peace is one thing, revolution is another. You were either impatient or highly optimistic to think one would lead to the other. – Panchali Draupadi.

People who have nothing much in mind for next week speak instead about the next century or millennium.

People will copy what you do and how you do it, but they can never copy WHY you are.

Plan strategically and strike it once to win. You can achieve maximum dues with minimum dice if only you are willing to clearly calculate and throw your efforts with optimism!

Politics was at once clinical and human, driven by principles and passions that he (the leader) had to master and harness for the good of the whole.

Putting in place the most ambitious and daring objective isn't enough, it should be backed with an intricate plan and executed like hell, this is what i call the superiority framework, from proximity the dots might seem random and chaotic but from a strategist view these dots are so beautifully interconnected forming greatness in an absolute form

Quão lamentável é arriscar tudo em um único combate, negligenciando a estratégia vitoriosa, e fazer com que o destino de tuas armas dependa de uma única batalha!

Shame often causes me to hide my mistakes from others. But really, when I make a mistake, I should make it loud and clear, so I can see that it didn’t work as a strategy, and be able to make a course correction, either by myself or with the help of others.

Shop Blindness: I always wonder, if the dining room is that dirty, what is the kitchen like

Simple tasks require simple solutions.

Some leaders lead from the front.

Someone once told me that, when your operations are not good, you should not talk strategy," says Iyer. "Fair enough. But the opposite is also true. If operations are good, then you must talk strategy.

Some problems are imaginary and not real.

Some team members act as adhesives to unite the team.

Sometimes, breaking out of a certain mentality is like planning a prison break. You can't just go for it and hope for the best; it requires strategy.

Sometimes, changing circumstances also changes relationships.

Sometimes a problem itself offers its own solution.

strategic planning should be more about collective wisdom building than top-down or bottom-up planning.

Strategic coherence is more important than strategic perfection.

Strategic move will be well placed to create multiple blue oceans over time, thereby continuing to deliver high growth and profits over a sustained period.

Strategy becomes the particular array of activities aligned to deliver a particular mix of value to a chosen array of customers.

Strategy can turn a losing battle into a winning battle.

Strategy is Circular it is not linear

Strategy is heavily influenced by its roots in military strategy. The very language of strategy is deeply imbued with military references— chief executive “officers” in “headquarters,” “troops” on the “front lines.” Described this way, strategy is all about red ocean competition. It is about confronting an opponent and driving him off a battlefield of limited territory.