Strategy Quotes
-
I argue that once it became clear that the most important function of the CEO was to develop and enact the corporate strategy, that often had the effect of distancing him from people below him in the organization. It also encouraged the idea that if a CEO were a great strategist for a company in one industry, he would probably be a great strategist in another industry. And that usually hasn't proved to be the case.
Walter Kiechel
-
Above all, success in business requires two things: a winning competitive strategy, and superb organizational execution. Distrust is the enemy of both. I submit that while high trust won't necessarily rescue a poor strategy, low trust will almost always derail a good one.
Stephen Covey
-
The key is always the actual art itself, the actual music. There are all these myths out here that like, if you do this little trick, if you use this little strategy, it'll do it for you.
Brother Ali
-
Modern culture appears to have adopted a strategy of tragedy. If we come here and say, I didn't intend to cause global warning, it's not part of my plan, then we realize it's part of our defacto plan because it's the thing that's happening because we have no other plan.
William McDonough
-
You can holler, protest, march, picket and demonstrate, but somebody must be able to sit in on the strategy conferences and plot a course. There must be strategies, the researchers, the professionals to carry out the program. That's our role.
Whitney M. Young
-
Cooperation for mutual benefit, a survival strategy very common in natural systems, is one that humanity needs to emulate.
Eugene Odum
-
Strategy should evolve out of the mud of the marketplace, not in the antiseptic environment of an ivory tower.
Al Ries
-
...the West's main weakness remains unchanged: it cannot grasp the fact that it is facing an acceleration in the unfolding of Soviet convergence strategy which is intended to procure the subservience of the West to Moscow under an ultimate Communist World Government.
Anatoliy Golitsyn
-
People believe that companies have always had strategies, dating back at least to likes of Henry Ford or Andrew Carnegie, maybe to the contractors who built the Pyramids. As it turns out, it was only in the 1960s and 1970s that a new breed of "business intellectuals" began to develop the intellectual framework that allowed companies to look at the three "C's" of any good strategy - namely their costs, customers, and competitors - in an integrated way.
Walter Kiechel
-
The strategy of my coach and me was that we looked at pictures of all the best pole vaulters from around the world, and we took the best parts from them, and we created a person that had never existed. We then started to work toward being such a person.
Sergei Bubka
-
Unlike most experts in her field, Erika Andersen has an approach to being strategic that's sensible and accessible. With her, you feel capable of creating the business, career and life you want. She's to strategy what Suze Orman is to personal finance!
Nancy Tellem
-
To make HP a great company once again, we need more than competitive costs and operational efficiency. We're in the process of assessing and refining our growth strategy, and the same concepts that were behind our operational changes will be at work here: simplicity, focus, alignment, and execution.
Bill Vaughan
-
According to U.S. strategy, if you never see the other, his destruction will be more acceptableso that when Iraqi soldiers surrendered, sooner than expected, it was as if they emerged from a dream, a flash-back, a lost epoch--an epoch when the enemy still had a body and was still "like us.
Serge Daney
-
Most of the experts agree that strategy will have to become more "adaptive", meaning that strategies will change faster based on information from people on the corporation's front lines - dealing with customers, fending off competitors. This won't represent a new revolution, but rather the continued speeding up of the one that's been going on. Everything will move faster, and competitive advantage disappear more quickly than ever.
Walter Kiechel
-
“Without accurate intelligence, no strategy could be effective.”
Ashok K. Banker
-
When Alekhine recognizes the weakness in his position he has a tendency to become very aggressive. Patient defence is not for him if he can see the slightest chance of creating an attack. Yet sound strategy often demands that you submit to the opponent's will so as to strengthen your weaknesses and get rid of defects in your game.
Emanuel Lasker
