Execution And Strategy Quotes

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Whenever I am in a difficult situation where there seems to be no way out, I think about all the times I have been in such situations and say to myself, "I did it before, so I can do it again.
Idowu Koyenikan (Wealth for All: Living a Life of Success at the Edge of Your Ability)
When you work on something that only has the capacity to make you 5 dollars, it does not matter how much harder you work – the most you will make is 5 dollars.
Idowu Koyenikan (Wealth for All: Living a Life of Success at the Edge of Your Ability)
But if you forgive someone for something they did to you, it doesn’t mean you agree with what they did or believe it was right. Forgiving that person means you have chosen not to dwell on the matter anymore; you have moved on with your life.
Idowu Koyenikan (Wealth for All: Living a Life of Success at the Edge of Your Ability)
We do not get to choose how we start out in life. We do not get to choose the day we are born or the family we are born into, what we are named at birth, what country we are born in, and we do not get to choose our ancestry. All these things are predetermined by a higher power. By the time you are old enough to start making decisions for yourself, a lot of things in your life are already in place. It’s important, therefore, that you focus on the future, the only thing that you can change.
Idowu Koyenikan (Wealth for All: Living a Life of Success at the Edge of Your Ability)
Today is a new day and it brings with it a new set of opportunities for me to act on. I am attentive to the opportunities and I seize them as they arise. I have full confidence in myself and my abilities. I can do all things that I commit myself to. No obstacle is too big or too difficult for me to handle because what lies inside me is greater than what lies ahead of me. I am committed to improving myself and I am getting better daily. I am not held back by regret or mistakes from the past. I am moving forward daily. Absolutely nothing is impossible for me.
Idowu Koyenikan (Wealth for All: Living a Life of Success at the Edge of Your Ability)
Strategy is a commodity, execution is an art.
Peter F. Drucker
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 M.R. Covey (The Speed of Trust: The One Thing that Changes Everything)
To be on the same page, we need to be in the same book.
Rahul Guhathakurta
Be creative while inventing ideas, but be disciplined while implementing them.
Amit Kalantri
To pretend to ignore the enemy is the best way to seduce the enemy
Saurav L. Chaudhari (Dismantling Democracy: A Stealth War)
articulate and define what has previously remained implicit or unsaid;
Donald T. Phillips (Lincoln on Leadership: Executive Strategies for Tough Times)
The significant problems we face cannot be solved by the same level of thinking that created them.
Jeanne W. Ross (Enterprise Architecture As Strategy: Creating a Foundation for Business Execution)
The hardware of a computer is useless without the right software. Similarly, in an organization the hardware (strategy and structure) is inert without the software (beliefs and behaviors).
Larry Bossidy (Execution: The Discipline of Getting Things Done)
In the early stages of a startup, focusing on “execution” will put you out of business. Instead, you need a “learning and discovery” process so you can get the company to the point where you know what to execute.
Steve Blank (The Four Steps to the Epiphany: Successful Strategies for Startups That Win)
(S × E)T = R ([Strategy times Execution] multiplied by Trust equals Results)
Stephen M.R. Covey (The SPEED of Trust: The One Thing that Changes Everything)
One idea alone is a tactic, but if it can be executed a number of different ways, it becomes a great strategy.
Marc Benioff (Behind the Cloud: The Untold Story of How Salesforce.com Went from Idea to Billion-Dollar Company-and Revolutionized an Industry)
life can be organized like a business plan. First you take an inventory of your gifts and passions. Then you set goals and come up with some metrics to organize your progress toward those goals. Then you map out a strategy to achieve your purpose, which will help you distinguish those things that move you toward your goals from those things that seem urgent but are really just distractions. If you define a realistic purpose early on and execute your strategy flexibly, you will wind up leading a purposeful life. You will have achieved self-determination, of the sort captured in the oft-quoted lines from William Ernest Henley’s poem “Invictus”: “I am the master of my fate / I am the captain of my soul.
David Brooks (The Road to Character)
The best leaders never stop learning.
Donald T. Phillips (Lincoln on Leadership: Executive Strategies for Tough Times)
The Six Steps to Success: 1) Define Success 2) Devise a Plan 3) Execute and Overcome Adversity 4) Measure Results with Key Metrics 5) Revise the Plan 6) Work Hard
Ken Poirot
So, execution is really the critical part of a successful strategy. Getting it done, getting it done right, getting it done better than the next person is far more important than dreaming up new visions of the future.
Louis V. Gerstner Jr. (Who Says Elephants Can't Dance?)
Most companies that win don't have a unique strategy; quite the opposite, they are doing what everyone else is doing but have figured out how to execute better.
Robert G. Thompson (Hooked on Customers: The Five Habits of Legendary Customer-Centric Companies)
Messages are more often “heard” when the communicator is honest, sincere, and succinct. In other words, say what you mean, and mean what you say.
Donald T. Phillips (Lincoln on Leadership: Executive Strategies for Tough Times)
One IT executive in an investment banking company claimed that 80 percent of his company’s programming code was dedicated to linking disparate systems, as opposed to creating new capabilities.
Jeanne W. Ross (Enterprise Architecture As Strategy: Creating a Foundation for Business Execution)
In all other construction disciplines, engineers plan a construction strategy that craftmen execute. Engineers don't build bridges; ironworkers do. Only in software is the engineer tasked with actually building the product. Only in software is the "ironworker" tasked with determining how the product will be constructed.
Alan Cooper (The Inmates Are Running the Asylum: Why High Tech Products Drive Us Crazy and How to Restore the Sanity)
While good strategy content is based on a compelling value proposition for buyers with a robust profit proposition for the organization, sustainable strategy execution is based largely on a motivating-people proposition.
W. Chan Kim (Blue Ocean Strategy, Expanded Edition: How to Create Uncontested Market Space and Make the Competition Irrelevant)
A promising junior executive of IBM was involved in a risky venture for the company and managed to lose over $10 million in the gamble. It was a disaster. When Watson called the nervous executive into his office, the young man blurted out, 'I guess you want my resignation?' Watson said, 'You can't be serious. We've just spent $10 million educating you!
Warren G. Bennis (Leaders: The Strategies for Taking Charge (Collins Business Essentials))
Brainstorm your big idea(s). (2 hrs) Identify your product, customer, competition, and sales/marketing strategy. (2 hrs) Identify your plan for operations, management, capitalization, and finances. (4 hrs) Create a life plan. (4 hrs) Validate your business idea. (8 hrs) Type up your finished business plan. (4 hrs) Execute and follow through on your plan.
Steven Fies (24-Hour Business Plan Template)
Consider an AI that has hedonism as its final goal, and which would therefore like to tile the universe with “hedonium” (matter organized in a configuration that is optimal for the generation of pleasurable experience). To this end, the AI might produce computronium (matter organized in a configuration that is optimal for computation) and use it to implement digital minds in states of euphoria. In order to maximize efficiency, the AI omits from the implementation any mental faculties that are not essential for the experience of pleasure, and exploits any computational shortcuts that according to its definition of pleasure do not vitiate the generation of pleasure. For instance, the AI might confine its simulation to reward circuitry, eliding faculties such as a memory, sensory perception, executive function, and language; it might simulate minds at a relatively coarse-grained level of functionality, omitting lower-level neuronal processes; it might replace commonly repeated computations with calls to a lookup table; or it might put in place some arrangement whereby multiple minds would share most parts of their underlying computational machinery (their “supervenience bases” in philosophical parlance). Such tricks could greatly increase the quantity of pleasure producible with a given amount of resources.
Nick Bostrom (Superintelligence: Paths, Dangers, Strategies)
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 M.R. Covey (The SPEED of Trust: The One Thing that Changes Everything)
Strategy is important. Execution is imperative. However, the most overlooked aspect in team sports, and what most coaches and leaders fail to grasp, is the fact that it is your culture that will determine whether your strategy works and is sustainable. It is the culture you create that is going to determine whether your players perform and execute.
Jon Gordon (You Win in the Locker Room First: The 7 C's to Build a Winning Team in Business, Sports, and Life)
Any chief executive who hires a consultant to give them strategy should be fired.
Duff McDonald (The Firm - The Inside Story of McKinsey, The World's Most Controversial Management Consultancy)
The parent of every great and lasting decision is a thought. Therefore, contemplate deeply and thoroughly and then execute.
Oliver Harper (TIME: A Traveler's Companion: Strategies To A Meaningful Life)
If a business is underperforming, then the assumptions are wrong
Fritz Shoemaker
A “Wait and See” approach to an external factor is not strategic
Fritz Shoemaker
Relationship Awareness: How do people interpret your business’s story
Fritz Shoemaker
A good plan violently executed now is better than a perfect plan next week.” The
Steve Blank (The Four Steps to the Epiphany: Successful Strategies for Startups That Win)
When there is no coherent strategy, tactics, no matter how flashily executed, become meaningless.
Thomas E. Ricks (Churchill and Orwell: The Fight for Freedom)
No "offense" should be taken, as "none" has been given.
Rahul Guhathakurta
Strategy is Circular it is not linear
Fritz Shoemaker
In God we trust; all others must bring data. ~ W. Edwards Deming
John R. Childress (FASTBREAK: The CEO's Guide to Strategy Execution)
It ain’t what you don’t know that gets you into trouble. It’s what you know for sure that just ain’t so.” ~ Mark Twain
John R. Childress (FASTBREAK: The CEO's Guide to Strategy Execution)
I catch the idea by two senses. But when I read aloud I hear what is read and I see it, and hence two senses get it and I remember it better, if I do not understand it better.
Donald T. Phillips (Lincoln on Leadership: Executive Strategies for Tough Times)
If there are no new ideas, there is no innovation. And if there is no creativity, there are no new ideas.
Max McKeown (The Innovation Book: How to Manage Ideas and Execution for Outstanding Results)
Strategy is, in essence, problem solving, and the best approach depends upon the specific problem at hand. Your environment dictates your approach to strategy.
Martin Reeves (Your Strategy Needs a Strategy: How to Choose and Execute the Right Approach)
Execution strategies: do / buy / delegate / forget.
Gerry Geek (Ice Breakers for Project Managers: Jokes, Quotes, and Brainteasers)
I am a leader, therefore I lead; I am an executive, therefore I execute; I am a human being, therefore I care.
John R. Childress (FASTBREAK: The CEO's Guide to Strategy Execution)
Frederick consistently used his central position to concentrate against one fraction of the enemy, and he always employed tactics of indirect approach. Thereby he gained many victories. But his tactical indirect approach was geometrical rather than psychological-unprepared by the subtler forms of surprise favoured by Scipio-and for all their executive skill, these manoeuvres were narrow. The opponent might be unable to meet the following blow, owing to the inflexibility of his mind or his formations, but the blow itself did not fall unexpectedly.
B.H. Liddell Hart (Strategy)
In the years between 2002 and 2009, there was no centralized national military strategy for Afghanistan—none. A strategy refers to a plan of action designed to achieve a particular goal. An overarching strategy for any conflict unifies and directs all of its elements to work toward the execution of that strategy, facilitating the accomplishment of the intended goal. In the absence of a strategy, military organizations, especially ones composed of diverse multidimensional and multinational forces such as those in Afghanistan, operate in an unsynchronized fashion, never accomplishing or achieving their intended goals.
Rusty Bradley (Lions of Kandahar: The Story of a Fight Against All Odds)
Paranoia is acceptable in the new friendship paradigm. Worrying that your best employees or customers might leave is ok, as long as you put in place an active strategy to offset any possibility of that scenario.
Kevin Kelly (DO! The Pursuit of Xceptional Execution)
marketing strategy is a clear explanation of how you’re going to get there, not where or what “there” is. An effective marketing strategy is a concise explanation of your stated plan of execution to reach your objectives.
John Jantsch (Duct Tape Marketing Revised and Updated: The World's Most Practical Small Business Marketing Guide)
It is easier and far more satisfying to retreat and compose yourself after every score—and execute perfectly choreographed plays—than to swarm about, arms flailing, and contest every inch of the basketball court. Underdog strategies
Malcolm Gladwell (David and Goliath: Underdogs, Misfits, and the Art of Battling Giants)
Commitment, trust, and voluntary cooperation are not merely attitudes or behaviors. They are intangible capital. They allow companies to stand apart in the speed, quality, and consistency of their execution and to implement strategic shifts fast at low cost.
W. Chan Kim (Blue Ocean Strategy, Expanded Edition: How to Create Uncontested Market Space and Make the Competition Irrelevant)
Grove continued to act on the conviction that good strategic thinking requires different points of view and clarifying those different points of view requires intensive, ongoing debate involving the executive team and domain experts inside and outside the company.
David B. Yoffie (Strategy Rules: Five Timeless Lessons from Bill Gates, Andy Grove, and Steve Jobs)
When the conduct of men is designed to be influenced, persuasion, kind, unassuming persuasion, should ever be adopted. It is an old and a true maxim, that a “drop of honey catches more flies than a gallon of gall.” So with men. If you would win a man to your cause, first convince him that you are his sincere friend. Therein is a drop of honey that catches his heart, which, say what he will, is the great high road to his reason, and which, when once gained, you will find but little trouble in convincing his judgment of the justice of your cause, if indeed that cause really be a just one. On the contrary, assume to dictate to his judgment, or to command his action, or to mark him as one to be shunned and despised, and he will retreat within himself, close all the avenues to his head and his heart; and tho’ your cause be naked truth itself . . . you shall no more be able to [reach] him, than to penetrate the hard shell of a tortoise with a rye straw. Such is man, and so must he be understood by those who would lead him, even to his own best interest. [Italics added]
Donald T. Phillips (Lincoln on Leadership: Executive Strategies for Tough Times)
If you would not spend time looking at it, do not ship it. One of the best quality assurance rules of thumb is to avoid publishing content that you would not consume. Simple, yet so hard to execute on. My audience deserves my very best. Repeat that to yourself every single day.
Laura Busche (Powering Content: Building a Nonstop Content Marketing Machine)
A Strategy, no matter how beautifully crafted, has to be executed by and with the people. Therefore, Invest in the people. Communicate the vision and strategy to them. Give them the opportunity to demonstrate how their day-to-day activities contribute to the organisation's strategy
Benjamin Kofi Quansah, CGMS
What were needed were simple psychological tactics and strategies that worked in the field to calm people down, establish rapport, gain trust, elicit the verbalization of needs, and persuade the other guy of our empathy. We needed something easy to teach, easy to learn, and easy to execute.
Chris Voss (Never Split the Difference: Negotiating as if Your Life Depended on It)
Voluntary cooperation is more than mechanical execution, where people do only what it takes to get by. It involves going beyond the call of duty, wherein individuals exert energy and initiative to the best of their abilities—even subordinating personal self-interest—to execute resulting strategies.3
W. Chan Kim (Blue Ocean Strategy, Expanded Edition: How to Create Uncontested Market Space and Make the Competition Irrelevant)
principles of masterful planning 1. Be clear on purpose. 2. Start with an accurate assessment of today. 3. Create a shared vision of success. 4. Identify your critical successful factors and barriers. 5. Define the drivers: your strategies and priorities. 6. Monitor and report results. 7. Have rewards and consequences to build accountability.
Michael Wilkinson (The Executive Guide to Facilitating Strategy)
I recommend that you focus on both substance and process of your goals. I believe that both are equally important: by setting a high-quality SMART goal you will enable yourself to be conscious and your actions will carry more meaning; meanwhile, it is the execution of the SMART goals strategy that separates achievers from the rest of the people.
Anna Szabo (Turn Your Dreams And Wants Into Achievable SMART Goals!)
To reach your organization’s tipping point and execute blue ocean strategy, you must alert employees to the need for a strategic shift and identify how it can be achieved with limited resources. For a new strategy to become a movement, people must not only recognize what needs to be done, but they must also act on that insight in a sustained and meaningful way. How
W. Chan Kim (Blue Ocean Strategy, Expanded Edition: How to Create Uncontested Market Space and Make the Competition Irrelevant)
Executives are paralyzed by the muddle. Few employees deep down in the company even know what the strategy is. And a closer look reveals that most plans don’t contain a strategy at all but rather a smorgasbord of tactics that individually make sense but collectively don’t add up to a unified, clear direction that sets a company apart—let alone makes the competition irrelevant. Does this sound like the strategic plans in your company?
W. Chan Kim (Blue Ocean Strategy: How To Create Uncontested Market Space And Make The Competition Irrelevant)
Any good strategy involves risk. If you think your strategy is foolproof, the fool may well be you. Execution, too, is uncertain — what works in one company with one workforce may have different results elsewhere. Chance often plays a greater role than we think, or than successful managers usually like to admit. The link between inputs and outcomes is tenuous. Bad outcomes don’t always mean that managers made mistakes; and good outcomes don’t always mean they acted brilliantly.
Philip M. Rosenzweig (The Halo Effect: ... and the Eight Other Business Delusions That Deceive Managers)
The key questions answered by tipping point leaders are as follows: What factors or acts exercise a disproportionately positive influence on breaking the status quo? On getting the maximum bang out of each buck of resources? On motivating key players to aggressively move forward with change? And on knocking down political roadblocks that often trip up even the best strategies? By single-mindedly focusing on points of disproportionate influence, tipping point leaders can topple the four hurdles that limit execution of blue ocean strategy. They can do this fast and at low cost. Let
W. Chan Kim (Blue Ocean Strategy, Expanded Edition: How to Create Uncontested Market Space and Make the Competition Irrelevant)
From Bourcet he learnt the principle of calculated dispersion to induce the enemy to disperse their own concentration preparatory to the swift reuniting of his own forces. Also, the value of a 'plan with several branches', and of operating in a line which threatened alternative objectives. Moreover, the very plan which Napoleon executed in his first campaign was based on one that Bourcet had designed half a century earlier. Form Guibert he acquired an idea of the supreme value of mobility and fluidity of force, and of the potentialities inherent in the new distribution of an army in self-contained divisions. Guibert had defined the Napoleonic method when he wrote, a generation earlier: 'The art is to extend forces without exposing them, to embrace the enemy without being disunited, to link up the moves or the attacks to take the enemy in flank without exposing one's own flank.' And Guibert's prescription for the rear attack, as the means of upsetting the enemy's balance, became Napoleon's practice. To the same source can be traced Napoleon's method of concentrating his mobile artillery to shatter, and make a breach at, a key point in the enemy's front. Moreover, it was the practical reforms achieved by Guibert in the French army shortly before the Revolution which fashioned the instrument that Napoleon applied. Above all, it was Guibert's vision of a coming revolution in warfare, carried out by a man who would arise from a revolutionary state, that kindled the youthful Napoleon's imagination and ambition. While Napoleon added little to the ideas he had imbibed, he gave them fulfilment. Without his dynamic application the new mobility might have remained merely a theory. Because his education coincided with his instincts, and because these in turn were given scope by his circumstances, he was able to exploit the full possibilities of the new 'divisional' system. In developing the wider range of strategic combinations thus possible Napoleon made his chief contribution to strategy.
B.H. Liddell Hart (Strategy)
especially in the key task of translating broad strategic concepts into feasible operational orders. Marshall understood that Eisenhower had a talent for implementing strategy. And that job, Marshall believed, was more difficult than designing it. “There’s nothing so profound in the logic of the thing,” he said years later, discussing his own role in winning approval for the Marshall Plan. “But the execution of it, that’s another matter.” In other words, successful generalship involves first figuring out what to do, then getting people to do it. It has one foot in the intellectual realm of critical thinking and the other in the human world of management and leadership. It
Thomas E. Ricks (The Generals: American Military Command from World War II to Today)
In the book The Hard Thing About Hard Things, author Ben Horowitz points out that there is “no recipe for really complicated, dynamic situations. . . . That’s the hard thing about hard things . . . there is no formula for dealing with them . . . but there are bits of advice and experience that can help with the hard things.” It’s the same with getting scrappy. What makes this kind of effort stand out is the very fact that it can’t be bottled and sold on a shelf. But we can learn from those who have gone before us and benefit from their experience. Below you will find a quick road map of our journey. The content of this book will be divided into three sections exploring attitude, strategy, and execution. Here’s how the chapters will unfold in the pages ahead:
Terri L. Sjodin (Scrappy: A Little Book About Choosing to Play Big)
I ask why they picked that particular failing strategy. A common answer: They say that they heard that it was a perfect strategy, an A-strategy, for getting word out about a company. Everyone is using it. What they haven’t taken into account, though, is their own disposition, talents, and resources. Their own readiness. Businesses are like individuals. What’s perfect for one is awful for another. There is no such thing as an objective “A-strategy.” An A-strategy is only an A-strategy if you’ll execute on it. If you don’t have the desire, talent, or resources to fully execute, then your B- or C-strategy should be elevated to A-strategy status. Execute on the strategy you’ll perform with gusto. Gusto matters. Excitement matters. Follow-through matters. Completion matters.
Mark Levy (Accidental Genius: Using Writing to Generate Your Best Ideas, Insight, and Content)
The principles of war are the same as those of a siege. Fire must be concentrated on one point, and as soon as the breach is made, the equilibrium is broken and the rest is nothing.' Subsequent military theory has put the accent on the first clause instead of on the last: in particular, on the words 'one point' instead of on the word 'equilibrium'. The former is but a physical metaphor, whereas the latter expresses the actual psychological result which ensures 'that the rest is nothing'. His own emphasis can be traced in the strategic course of his campaigns. The word 'point' even, has been the source of much confusion, and more controversy. One school has argued that Napoleon meant that the concentrated blow must be aimed at the enemy's strongest point, on the ground that this, and this only, ensures decisive results. For if the enemy's main resistance be broken, its rupture will involve that of any lesser opposition. This argument ignores the factor of cost, and the fact that the victor may be too exhausted to exploit his success-so that even a weaker opponent may acquire a relatively higher resisting power than the original. The other school-better imbued with the idea of economy of force, but only in the limited sense of first costs-has contended that the offensive should be aimed at the enemy's weakest point. But where a point is obviously weak this is usually because it is remote from any vital artery or nerve centre, or because it is deliberately weak to draw the assailant into a trap. Here, again illumination comes from the actual campaign in which Bonaparte put this maxim into execution. It clearly suggests that what he really meant was not 'point', but 'joint'-and that at this stage of his career he was too firmly imbued with the idea of economy of force to waste his limited strength in battering at the enemy's strong point. A joint, however, is both vital and vulnerable. It was at this time too, that Bonaparte used another phrase that has subsequently been quoted to justify the most foolhardy concentrations of effort against the main armed forces of the enemy. 'Austria is our most determined enemy....Austria overthrown, Spain and Italy fall of themselves. We must not disperse our attacks but concentrate them.' But the full text of the memorandum containing this phrase shows that he was arguing, not in support of the direct attack upon Austria, but for using the army on the frontier of Piedmont for an indirect approach to Austria.
B.H. Liddell Hart (Strategy)
you’re a leader with no power over business strategy and no ability to allocate people to important tasks, you’re at best at the mercy of your influence with other executives and managers, and at worst a figurehead. You can’t give up the responsibility of management without giving up the power that comes with it. The CTO who doesn’t also have the authority of management must be able to get things done purely by influencing the organization. If the managers won’t actually give people and time to work on the areas that the CTO believes are important, he is rendered effectively powerless. If you give up management, you’re giving up the most important power you ever had over the business strategy, and you effectively have nothing but your organizational goodwill and your own two hands. My advice for aspiring CTOs is to remember that it’s a business strategy job first and foremost. It’s also a management job.
Camille Fournier (The Manager's Path: A Guide for Tech Leaders Navigating Growth and Change)
Instead of focusing on getting more resources, tipping point leaders concentrate on multiplying the value of the resources they have. When it comes to scarce resources, there are three factors of disproportionate influence that executives can leverage to dramatically free resources, on the one hand, and multiply the value of resources, on the other. These are hot spots, cold spots, and horse trading. Hot spots are activities that have low resource input but high potential performance gains. In contrast, cold spots are activities that have high resource input but low performance impact. In every organization, hot spots and cold spots typically abound. Horse trading involves trading your unit’s excess resources in one area for another unit’s excess resources to fill remaining resource gaps. By learning to use their current resources right, companies often find they can tip the resource hurdle outright. What
W. Chan Kim (Blue Ocean Strategy, Expanded Edition: How to Create Uncontested Market Space and Make the Competition Irrelevant)
Your rival has ten weak points, whereas you have ten strong ones. Although his army is large, it is not irresistible. “Yuan Shao is too caught up in ceremony and show while you, on the other hand, are more practical. He is often antagonistic and tends to force things, whereas you are more conciliatory and try to guide things to their proper courses, giving you the advantage of popular support. His extravagance hinders his administrative ability while your better efficiency is a great contribution to the government, granting you the edge of a well-structured and stable administration. On the outside he is very kind and giving but on the inside he is grudging and suspicious. You are just the opposite, appearing very exacting but actually very understanding of your followers’ strengths and weaknesses. This grants you the benefit of tolerance. He lacks commitment where you are unfaltering in your decisions, promptly acting on your plans with full faith that they will succeed. This shows an advantage in strategy and decisiveness. He believes a man is only as good as his reputation, which contrasts with you, who looks beyond this to see what kind of person they really are. This demonstrates that you are a better judge of moral character. He only pays attention to those followers close to him, while your vision is all-encompassing. This shows your superior supervision. He is easily misled by poor advice, whereas you maintain sound judgment even if beset by evil council. This is a sign of your independence of thought. He does not always know what is right and wrong but you have an unwavering sense of justice. This shows how you excel in discipline. He has a massive army, but the men are poorly trained and not ready for war. Your army, though much smaller, is far superior and well provisioned, giving you the edge in planning and logistics, allowing you to execute effectively. With your ten superiorities you will have no difficulty in subduing Yuan Shao.
Luo Guanzhong (Romance of the Three Kingdoms, Vol. 1 of 2 (chapter 1-60))
At the reception given by Jinnah on 14 August 1947 when Asghar Khan and Lt Col (later Maj. Gen.) Akbar Khan met Jinnah, Khan told Jinnah that they were disappointed that the higher posts in the armed forces had been given to British officers who still controlled their destiny. According to Asghar Khan, ‘the Quaid who had been listening patiently raised his finger and said, “Never forget that you are the servants of the state. You do not make policy. It is we, the people’s representatives, who decide how the country is to be run. Your job is only to obey the decision of your civilian masters.”’4 Could any politician have the temerity to say this to the army chief today? The answer has to be a resounding no. Hence, democratic governance in Pakistan instead of being a tripod of the executive, legislature and judiciary looks more like a garden umbrella in which the army is the central pole around which the other organs of the state revolve. Consequently, civilian governments in Pakistan have neither defined national security objectives nor developed strategies to implement them.
Tilak Devasher (Pakistan: Courting the Abyss)
Having outgrown its Manhattan headquarters, most of Bell Labs moved to two hundred rolling acres in Murray Hill, New Jersey. Mervin Kelly and his colleagues wanted their new home to feel like an academic campus, but without the segregation of various disciplines into different buildings. They knew that creativity came through chance encounters. “All buildings have been connected so as to avoid fixed geographical delineation between departments and to encourage free interchange and close contact among them,” an executive wrote.11 The corridors were extremely long, more than the length of two football fields, and designed to promote random meetings among people with different talents and specialties, a strategy that Steve Jobs replicated in designing Apple’s new headquarters seventy years later. Anyone walking around Bell Labs might be bombarded with random ideas, soaking them up like a solar cell. Claude Shannon, the eccentric information theorist, would sometimes ride a unicycle up and down the long red terrazzo corridors while juggling three balls and nodding at colleagues.III It was a wacky metaphor for the balls-in-the-air ferment in the halls.
Walter Isaacson (The Innovators: How a Group of Inventors, Hackers, Geniuses, and Geeks Created the Digital Revolution)
By that time, Bezos and his executives had devoured and raptly discussed another book that would significantly affect the company’s strategy: The Innovator’s Dilemma, by Harvard professor Clayton Christensen. Christensen wrote that great companies fail not because they want to avoid disruptive change but because they are reluctant to embrace promising new markets that might undermine their traditional businesses and that do not appear to satisfy their short-term growth requirements. Sears, for example, failed to move from department stores to discount retailing; IBM couldn’t shift from mainframe to minicomputers. The companies that solved the innovator’s dilemma, Christensen wrote, succeeded when they “set up autonomous organizations charged with building new and independent businesses around the disruptive technology.”9 Drawing lessons directly from the book, Bezos unshackled Kessel from Amazon’s traditional media organization. “Your job is to kill your own business,” he told him. “I want you to proceed as if your goal is to put everyone selling physical books out of a job.” Bezos underscored the urgency of the effort. He believed that if Amazon didn’t lead the world into the age of digital reading, then Apple or Google would. When Kessel asked Bezos what his deadline was on developing the company’s first piece of hardware, an electronic reading
Brad Stone (The Everything Store: Jeff Bezos and the Age of Amazon)
Why, he asked, do all of our policing efforts have to be so reactive, so negative, and so after the fact? What if, instead of just focusing on catching criminals—and serving up ever harsher punishments—after they committed the crime, the police devoted significant resources and effort to eliminating criminal behavior before it happens? To quote Tony Blair, what if they could be tough on crime but also tough on the causes of crime?3 Out of these questions came the novel idea for Positive Tickets, a program whereby police, instead of focusing on catching young people perpetrating crimes, would focus on catching youth doing something good—something as simple as throwing litter away in a bin rather than on the ground, wearing a helmet while riding their bike, skateboarding in the designated area, or getting to school on time—and would give them a ticket for positive behavior. The ticket, of course, wouldn’t carry a fine like a parking ticket but instead would be redeemable for some kind of small reward, like free entry to the movies or to an event at a local youth center—wholesome activities that also had the bonus of keeping the young people off the streets and out of trouble. So how well did Richmond’s unconventional effort to reimagine policing work? Amazingly well, as it turned out. It took some time, but they invested in the approach as a long-term strategy, and after a decade the Positive Tickets system had reduced recidivism from 60 percent to 8 percent. You might not think of a police department as a place where you would expect to see Essentialism at work, but in fact Ward’s system of Positive Tickets is a lesson in the practice of effortless execution. The way of the Nonessentialist is to go big on everything: to try to do it all, have it all, fit it all in. The Nonessentialist operates under the false logic that the more he strives, the more he will achieve, but the reality is, the more we reach for the stars, the harder it is to get ourselves off the ground. The way of the Essentialist is different. Instead of trying to accomplish it all—and all at once—and flaring out, the Essentialist starts small and celebrates progress. Instead of going for the big, flashy wins that don’t really matter, the Essentialist pursues small and simple wins in areas that are essential.
Greg McKeown (Essentialism: The Disciplined Pursuit of Less)
Between 2003 and 2008, Iceland’s three main banks, Glitnir, Kaupthing and Landsbanki, borrowed over $140 billion, a figure equal to ten times the country’s GDP, dwarfing its central bank’s $2.5 billion reserves. A handful of entrepreneurs, egged on by their then government, embarked on an unprecedented international spending binge, buying everything from Danish department stores to West Ham Football Club, while a sizeable proportion of the rest of the adult population enthusiastically embraced the kind of cockamamie financial strategies usually only mooted in Nigerian spam emails – taking out loans in Japanese Yen, for example, or mortgaging their houses in Swiss francs. One minute the Icelanders were up to their waists in fish guts, the next they they were weighing up the options lists on their new Porsche Cayennes. The tales of un-Nordic excess are legion: Elton John was flown in to sing one song at a birthday party; private jets were booked like they were taxis; people thought nothing of spending £5,000 on bottles of single malt whisky, or £100,000 on hunting weekends in the English countryside. The chief executive of the London arm of Kaupthing hired the Natural History Museum for a party, with Tom Jones providing the entertainment, and, by all accounts, Reykjavik’s actual snow was augmented by a blizzard of the Colombian variety. The collapse of Lehman Brothers in late 2008 exposed Iceland’s debts which, at one point, were said to be around 850 per cent of GDP (compared with the US’s 350 per cent), and set off a chain reaction which resulted in the krona plummeting to almost half its value. By this stage Iceland’s banks were lending money to their own shareholders so that they could buy shares in . . . those very same Icelandic banks. I am no Paul Krugman, but even I can see that this was hardly a sustainable business model. The government didn’t have the money to cover its banks’ debts. It was forced to withdraw the krona from currency markets and accept loans totalling £4 billion from the IMF, and from other countries. Even the little Faroe Islands forked out £33 million, which must have been especially humiliating for the Icelanders. Interest rates peaked at 18 per cent. The stock market dropped 77 per cent; inflation hit 20 per cent; and the krona dropped 80 per cent. Depending who you listen to, the country’s total debt ended up somewhere between £13 billion and £63 billion, or, to put it another way, anything from £38,000 to £210,000 for each and every Icelander.
Michael Booth (The Almost Nearly Perfect People: Behind the Myth of the Scandinavian Utopia)
During his time working for the head of strategy at the bank in the early 1990s, Musk had been asked to take a look at the company’s third-world debt portfolio. This pool of money went by the depressing name of “less-developed country debt,” and Bank of Nova Scotia had billions of dollars of it. Countries throughout South America and elsewhere had defaulted in the years prior, forcing the bank to write down some of its debt value. Musk’s boss wanted him to dig into the bank’s holdings as a learning experiment and try to determine how much the debt was actually worth. While pursuing this project, Musk stumbled upon what seemed like an obvious business opportunity. The United States had tried to help reduce the debt burden of a number of developing countries through so-called Brady bonds, in which the U.S. government basically backstopped the debt of countries like Brazil and Argentina. Musk noticed an arbitrage play. “I calculated the backstop value, and it was something like fifty cents on the dollar, while the actual debt was trading at twenty-five cents,” Musk said. “This was like the biggest opportunity ever, and nobody seemed to realize it.” Musk tried to remain cool and calm as he rang Goldman Sachs, one of the main traders in this market, and probed around about what he had seen. He inquired as to how much Brazilian debt might be available at the 25-cents price. “The guy said, ‘How much do you want?’ and I came up with some ridiculous number like ten billion dollars,” Musk said. When the trader confirmed that was doable, Musk hung up the phone. “I was thinking that they had to be fucking crazy because you could double your money. Everything was backed by Uncle Sam. It was a no-brainer.” Musk had spent the summer earning about fourteen dollars an hour and getting chewed out for using the executive coffee machine, among other status infractions, and figured his moment to shine and make a big bonus had arrived. He sprinted up to his boss’s office and pitched the opportunity of a lifetime. “You can make billions of dollars for free,” he said. His boss told Musk to write up a report, which soon got passed up to the bank’s CEO, who promptly rejected the proposal, saying the bank had been burned on Brazilian and Argentinian debt before and didn’t want to mess with it again. “I tried to tell them that’s not the point,” Musk said. “The point is that it’s fucking backed by Uncle Sam. It doesn’t matter what the South Americans do. You cannot lose unless you think the U.S. Treasury is going to default. But they still didn’t do it, and I was stunned. Later in life, as I competed against the banks, I would think back to this moment, and it gave me confidence. All the bankers did was copy what everyone else did. If everyone else ran off a bloody cliff, they’d run right off a cliff with them. If there was a giant pile of gold sitting in the middle of the room and nobody was picking it up, they wouldn’t pick it up, either.” In
Ashlee Vance (Elon Musk: How the Billionaire CEO of SpaceX and Tesla is Shaping our Future)
Perspective also plays a major role. Strategic theorist Richard Rumelt put it this way: “One person’s strategy is another’s tactics—that is, what is strategic depends on where you sit.” For instance, from the overall perspective of corporate strategy, business units are expected to execute tactics. But from the perspective of a single unit within the business, these tactics for the company are likely part of its strategy.
Differentiating Yourself  Pursuing a differentiation strategy has merit over pursuing a low-cost strategy. Focusing and sharpening your strengths is a major step in developing competitive advantage—the thing that you can do better than anyone else.  The first step is to take stock of your resources and capabilities and assess whether they match your intentions. Do you have what is called “strategic fit”? Aligning your resources and capabilities with your intentions puts you in the best position for crafting and executing a successful strategy.  To help you achieve this, develop a personal USP, a one-sentence description of what you offer people that few others can match. Now do the same for a trusted friend and exchange the results. This is sometimes the best way of taking your personal skills inventory.
Hannibal achieved this great victory not with superior numbers but superior strategy and extraordinary tactical execution. And that’s his lesson to us: When faced with superior competitors, use your knowledge of their habits and weaknesses to outsmart them. How can you invert commonplace thinking and outmaneuver your competitors when they’re falsely feeling confident?
The Lessons of the Past  Ancient strategists provide us with modes of thinking and practical guidance that we can use in the present.  First, any area, no matter how dominated by thoughtless effort, can be transformed by the application of tactics. Try to use special forces at special times and in special ways.  Second, understand that plans must change. Learn to recognize the fluid nature of reality and be aware that any strategy must constantly adapt to that reality. The most brilliant plans are those that spring into being in the action-response dynamic of the moment.  Third, preparation is the heart of strategic capability. Whether you’re running a household or a billion-dollar business, training, discipline, hard work, and sound planning are the foundations of strategic reserves, which are necessary for many kinds of maneuvers. If you have no reserves, you have no strategy.  Fourth, know your opponents. You can gain astonishing leverage if you know the preparations and capabilities of your opponents. A combination of surprise and superb tactical execution can allow you to defeat an opponent with twice your strength.  Fifth, be bold; seize your fortune. The greatest challenge in strategic thinking is getting started.
In response, BEA launched an innovative program to put the company’s experts at the heart of its best customers’ IT organizations. BEA created Global Service Executives (GSEs) who were responsible for all services across education, consulting, and support. A portion of their compensation was based on customers’ ongoing success and full utilization of all purchased products. In addition, a client architect was placed on-site at strategic accounts, reporting to the customer’s CIO. These roles were in position to see customers’ needs from the inside and to help customers create strategy and road maps. Use proactive services to extend
Lilia Shirman (42 Rules for Growing Enterprise Revenue: Practical Strategies to Matter More and Sell More in B2B Markets)
The modern left proves how prescient the Framers were. The left’s class warfare strategies mean that election campaigns are actually conducted against the Constitution’s safeguards of freedom. Supporters of the Constitution’s federalist framework of limited central government and its protection of liberty and property rights are demagogued as enemies of social justice. Statist candidates construe electoral victories as a mandate to undo constitutional constraints that impede their authority to do “the right thing,” as Obama puts it. Winning office becomes a license for lawlessness.
Andrew McCarthy (Faithless Execution: Building the Political Case for Obama’s Impeachment)
The confirmation bias is alive and well in the business world. One example: An executive team decides on a new strategy. The team enthusiastically
Rolf Dobelli (The Art of Thinking Clearly)
Theory without practice is pointless, practice without theory is mindless. Lenin
Andrew MacLennan (Strategy Execution: Translating Strategy into Action in Complex Organizations)
With SAFe, organizations can better link strategy with execution, innovate faster and deliver high-quality solutions to the market more quickly.
Knaster Richard (SAFe 5.0 Distilled)
Lean Portfolio Management aligns strategy and execution by applying Lean and systems thinking approaches to strategy and investment funding, Agile portfolio operations, and governance.
Knaster Richard (SAFe 5.0 Distilled)
In trading, you accept a loss, without questioning your strategy. You make another trade, and you accept another loss, and in the third trade, when it works in your favor, you make sufficient money to cover your previous losses, if you are using a risk/reward ratio higher than 1:3 in the execution of your strategy.
Andrew Aziz (Advanced Techniques in Day Trading: A Practical Guide to High Probability Day Trading Strategies and Methods)
Define the metrics. Strive to make the KPIs reachable to ensure that executives can see the full picture. This can be retention rate to assess deviations Figuring out a simple assessment means can make it easier to keep a hand on business objectives to introduce amendments to the strategy. These steps will contribute to the successful release of your Salesforce implementation and allow one’s enterprise to gain more from Salesforce.
But we believe this transformation is about more than technology; it’s about the need to become a different kind of company. As we discuss in detail in later chapters, confronting this threat does not involve spinning off an online business, putting a laboratory in Silicon Valley, or creating a digital business unit. Rather, it involves a much deeper and more general challenge: rearchitecting how the firm works and changing the way it gathers and uses data, reacts to information, makes operating decisions, and executes operating tasks.
Marco Iansiti (Competing in the Age of AI: Strategy and Leadership When Algorithms and Networks Run the World)
Once inside AOL, I was assigned to run the e-commerce platform and Marc became the chief technology officer. After a few months, it became apparent to both of us that AOL saw itself as more of a media company than a technology company. Technology enabled great new media projects, but the strategy was a media strategy and the top executive, Bob Pittman, was a genius media executive. Media companies focused on things like creating great stories whereas technology companies focused on creating a better way of doing things. We began to think about new ideas and about forming a new company.
Ben Horowitz (The Hard Thing About Hard Things: Building a Business When There Are No Easy Answers)
Chess is 99 per cent tactics. If you don’t pay attention to the tactics, no strategy you devise will fetch you rewards. Strategy can’t compensate for mistakes in execution. If you persist with neat execution, it will keep you in the game even if you’re not able to follow a broader strategy. Strategy without tactics, though, falls at the first hurdle. For me, strategizing for a game isn’t about putting together a specific manoeuvre of pieces. It’s about thinking what my opponent could be aiming for, knowing what my objectives are and then preparing to get what I want out of the game.
Viswanathan Anand (Mind Master: Winning Lessons From A Champion's Life)
It is the responsibility of everyone, from the chief executive down. Past corporate failings have been attributed to lack of accountability, strategy and transparency. Tougher expectations by regulators and other stakeholders now mean that corporates and financial institutions should demonstrate better discipline, control and responsibility. Failure to comply with existing and emerging regulation could jeopardize reputations and livelihoods. How robust is your governance, risk and compliance program? Financial risks have probably never been more acute. Capital reserves, credit portfolios, investment policies and capital and debt profiles all demand constant scrutiny to adequately manage and mitigate risk. Companies should also be vigilant about risks presented by suppliers. A counterparty who defaults on a contract, or whose business collapses, can have serious financial and reputational ramifications for connected parties. Fraud risks can also increase when cash is tight. Some employees become more opportunistic — and external hackers more resourceful. They find security lax in areas of the business that used to be better resourced … and they strike. Are your systems and policies sufficiently robust to ward off the risk of fraud? At the same time, many companies are more likely to pursue litigation for losses that they would otherwise endure in more prosperous times. Disputes arise as they seek to apportion blame to other parties for inappropriate or negligent behavior that results in financial or business loss. Could you end up as instigator or defendant in a litigation case? With all these demands, internal audit is in many companies often elevated from pure compliance to a function that regularly reviews the risk profile for emerging risks and identifies trends as it keep its finger on the pulse of business performance. The chief risk officer, meanwhile, becomes increasingly involved in strategic decision-making where the emphasis is as much on risk as it is on growth. KPMG Nigeria professionals provide the experience to help companies stay on track and deal with risks that could unhinge their business survival. Tel: +234 1 271 8955 (or 8599) Fax: P.M.B. 40014, Falomo
Risk Management
HSBC's executives saw an emerging class of global rich as the bank's path to prosperity. The superwealthy were increasingly stateless. They banked in Geneva. Lived in London and New York. Shopped in Paris and Milan. And they held their assets through offshore companies registered in places like the British Virgin Islands. HSBC executives were reading the telltale signs of a new age of inequality, even if they didn't recognize it as such. Governments were retreating from providing their citizens pension and health organizations, and HSBC strategy report observed. The stateless rich balked at paying taxes in their home countries, to which they felt little allegiance. It made sense to them to base their operations inside tax havens and to bank in Switzerland, where discretion was woven into the country's DNA. These trends represented an opportunity for the wealth management industry.
Jake Bernstein (Secrecy World: Inside the Panama Papers Investigation of Illicit Money Networks and the Global Elite)
These are some of the bigger issues the developer testing strategy needs to address, but there will be smaller ones too, which still need to be handled to avoid diverging implementations and misunderstandings. Here are some questions that may be helpful in reaching such an understanding: Which tests give bang for the buck and which don’t? What types of tests are we running and how do they overlap? What types of tests are we avoiding (and why)? How large should a test preferably be? (Size depends on the level of abstraction too.) How many layers is a single test allowed to touch? Do we optimize for speed of execution or test simplicity? How do we handle test data and its setup? How do we approach integrations with external systems? What testing frameworks and libraries do we use? What trade-offs are we willing to make in the spirit of working with legacy code?
Alexander Tarlinder (Developer Testing: Building Quality into Software (Addison-Wesley Signature Series (Cohn)))
A good strategy and solid play doesn't revolve around tricks. It doesn't revolve around surprises. It doesn't revolve around having hidden information. It revolves around very solid strong timing, and crisp execution.
Sean "Day 9 " Plott
Changes in priorities should drive changes in projects, not the other way around. In reality, often project ideas are allowed to trump strategy, and the opinions of a single, powerful executive trump the logic of the strategic plan.
Peter A. High (Implementing World Class IT Strategy: How IT Can Drive Organizational Innovation)
The most difficult part in executing a successful breakout is handling pressure from the opposition and completing a good first pass.
Ryan Walter (Hockey Plays and Strategies)
A business is not being competitive if it undertakes the same activities and grows at the same pace as its competitors. It must create something new, and this is why strategic intuition is needed.
Paul A. Sacco (Strategy Quest: The Executive Guide to Finding Business Opportunities)
To produce a high-performing and sustainable blue ocean strategy, you need to ask the following questions. Are your three strategy propositions aligned in pursuit of differentiation and low cost? Have you identified all the key stakeholders, including external ones on which the effective execution of your blue ocean strategy will depend? Have you developed compelling people propositions for each of these to ensure they are motivated and behind the execution of your new idea?
W. Chan Kim (Blue Ocean Strategy, Expanded Edition: How to Create Uncontested Market Space and Make the Competition Irrelevant)
Leaders proactively find opportunities to change the status quo, while managers reactively rely on it.
Paul A. Sacco (Strategy Quest: The Executive Guide to Finding Business Opportunities)
Finding time for strategic leadership means finding ways to be less occupied with management activities. Leaders must prioritize and delegate work, eliminate low value distractions, avoid micromanaging, and be selective with the meetings that they attend.
Paul A. Sacco (Strategy Quest: The Executive Guide to Finding Business Opportunities)
Finally, you get to explain the way you are, and justify staying that way. This payoff, the strongest of the three, is directly connected to the “in order to” column of your Winning Strategy. Indeed, a racket can be thought of as the “dark side” of your Winning Strategy, the side that you would rather dismiss from sight, because you don’t want to acknowledge its hold on you. The film producer who never works up to her potential is running a racket. She can always say to herself, “I could have done more to make that work”—which becomes a handy justification for things staying the way they are. An executive named Jack identified his racket accurately when he said, “I keep telling my people what I want them to do, but in the deep recesses of my mind, I wonder, with a good deal of concern, what would happen if they really did all the things I requested. In my gut, I can’t help but feel I would no longer be necessary. Of course, that’s very human of me and not something that readily comes into my mind, but whether I am aware of it or not, it lives very viscerally for me. Do I really want to be dispensable? I tell myself and everyone else, I want to be dispensable—I harp on it all the time—and yet I have the ugly confrontation with the truth inside my thoughts. The recurring fear is: If I become dispensable, I’ll have to find something else to do.” Jack’s Winning Strategy was listening for “What is the largest possibility?” so as to act by “challenging and arguing,” in order to “be the best and avoid being ordinary.” When he looked at the unwanted condition of being indispensable, saw it as a racket, and asked, “What is the payoff?” he replied, “The payoff is to justify staying the way I am—that is, being indispensable. If I were dispensable, I would be like anyone else—ordinary. And in my Winning Strategy, being ordinary is something that I’m constitutionally unwilling to tolerate.
Tracy Goss (The Last Word on Power: Executive Re-Invention for Leaders Who Must Make the Impossible Happen)
What is the impossibility that I am compensating for right now with my Winning Strategy?
Tracy Goss (The Last Word on Power: Executive Re-Invention for Leaders Who Must Make the Impossible Happen)
The real challenge for executives who want to implement decision quality control is not time or cost. It is the need to build awareness that even highly experienced, superbly competent, and well-intentioned managers are fallible. Organizations need to realize that a disciplined decision-making process, not individual genius, is the key to a sound strategy. And they will have to create a culture of open debate in which such processes can flourish. Originally
Harvard Business School Press (HBR's 10 Must Reads on Making Smart Decisions (with featured article "Before You Make That Big Decision…" by Daniel Kahneman, Dan Lovallo, and Olivier Sibony))
Types of Advertising or as they say the flowchart of it goes as: Ensure to mark their presence Elicit the presence felt Emphasize on the presence making Execute on the presence gained Excel at the final attention The 5 Es takes you to the 6th E- Excellence. The step by step process brings you close enough to your customer or audience’s emotional aspect which eventually is the deciding factor in the buying-selling course. This short version of selling is tough because when you fall at one step, the chain breaks. It’s a series of strategies built to be chased in an order.
Bhavik Sarkhedi (The C to T of Content Marketing)
A win is in the past as soon as it has happened, so we need to measure ourselves in terms of our understanding of the process and our execution of the key variables.
Ben Hunt-Davis (Will It Make The Boat Go Faster?- Olympic-winning strategies for everyday success)
In each business, we have two strands: the day-to-day, and the future group thinking, ‘How do I disrupt myself?’ The people running it can’t be the same ones thinking about its disruption.
Martin Reeves (Your Strategy Needs a Strategy: How to Choose and Execute the Right Approach)
Intended Strategy is shooting with a rifle not a shotgun
Fritz Shoemaker
It is impossible for a business to not have a direction…you may as well decide it
Fritz Shoemaker
Strategy should be measured: Return on Strategy Employed – RoSE
Fritz Shoemaker
Moves and countermoves are not quite strategic
Fritz Shoemaker
A good idea is worse than a bad idea because you spend money on a good idea
Fritz Shoemaker
There’s enough money to be made in the centre of the court, why mess around the edges
Fritz Shoemaker
Circular Strategy is comprehensive active management of strategy in a business
Fritz Shoemaker
The intermediate objectives for achieving U.S. defeat may be enumerated as follows: Make the Americans stupid – Disorient the people of the United States and other Western countries. Establish a set of myths useful from the standpoint of the long-range strategy. Examples of such myths: Josef Stalin is our “Uncle Joe,” a man we can trust; the Cold War was triggered by paranoid anti-Communists; Senator McCarthy blacklisted innocent people; President Kennedy was killed by Big Business and the CIA; the Vietnam War was fought on account of corporate greed; Russia and China are irreconcilable enemies who will not be able to combine their forces against the United States; the Soviet Union collapsed for economic reasons; Russia is America’s ally in the War on Terror. Infiltrate the U.S. financial system – Financial control through organized crime and drug trafficking. To this end the Eastern Bloc began infiltrating organized crime in the 1950s and, in 1960, began a narcotics offensive against the West which would generate billions of dollars in illicit money which banks could not resist laundering. In this way, a portal was opened into the heart of the capitalist financial structures in order to facilitate future economic and financial sabotage. Promote bankruptcy and economic breakdown – The promotion of a cradle-to-grave welfare state as a means to bankrupt the United States Treasury (i.e., the Cloward-Piven Strategy). Welfare simultaneously demoralizes the workforce as it bankrupts the government. Elect a stealth Communist president – As an organizer for the Communist Party explained during a meeting I attended more than thirty years ago, the stealth Communist president will one day exploit a future financial collapse to effect a transition from “the dictatorship of the bourgeoisie” to the “dictatorship of the proletariat.” Exploit the counter-revolution – Some strategists believe that a counter-revolutionary or right wing reaction is unavoidable. It is therefore necessary, from the standpoint of sound strategy, to send infiltrators into the right wing. Having a finger in every pie and an agent network in every organization, the Communists are not afraid of encouraging counter-revolution, secession, or civil war in the wake of financial collapse. After all, the reactionaries and right wing elements must be drawn out so that they can be purged or, if necessary, turned into puppet allies. Already Putin is posturing as a Christian who opposes feminism and homosexuality. This has fooled many “conservatives” in the West, and is an intentional ploy which further serves to disorient the West. Take away the nuclear button – The strategists in Moscow do not forget that the neutralization of the U.S. nuclear deterrent is the most important of all intermediate objectives. This can be achieved in one of four ways: (1) cutting off nuclear forces funding by Congress; (2) administratively unplugging the weapons through executive orders issued by Obama, (3) it may be accomplished through a general financial collapse, or (4) a first strike.
J.R. Nyquist
Ignore “Google” As one of the best known companies in the world and because it’s often cited as a pioneer in adopting OKRs, Google is always held as a benchmark in content and methodology for OKRs. Our suggestion is that you ignore any reference to Google in implementing your OKRs. First of all, things that work for Google might not necessarily work for your company. Second, our empirical research with more than 20 Google employees has shown that there’s no homogeneous format for OKRs within the company, or between departments (e.g., how sales or product treats the subject) or across geographies (e.g., how Brazil, the US, and Europe address the issue). We’ve even found that four of those people that dind’t even know what OKRs were, and many who used OKRs as a high-level task list, which it’s NOT. Some official Google resources on OKRs, such as their human resources website, re:Work, explain the methodology simplistically and give out terrible OKR examples (one suggested Objective is “Eat 5 Pies”). Finally, don’t learn about management from companies that don’t really need to be well-managed. Google is a money minting machine because of its Adwords advertising business, and it really doesn’t matter if it has a strategy or not, or how well it executes it: Cash will keep pouring in. For execution lessons, look at tougher businesses, like retail and manufacturing. That’s where management really can make or break a company.
Francisco S. Homem De Mello (The Ultimate Guide to OKRs: How Objectives and Key-Results can help your company build a culture of excellence and achievement.)
Outside of IT, executives are laser-focused on four things—increase sales, reduce expenses, optimize assets and mitigate risks. The successful CIO must become conversant in these things.
Jim Maholic (IT Strategy: A 3-Dimensional Framework to Plan Your Digital Transformation and Deliver Value to Your Enterprise)
And remaining steadfast to the cause requires committed, executive leadership, motivation, organizational change management and above all, perseverance and resolve.
Jim Maholic (IT Strategy: A 3-Dimensional Framework to Plan Your Digital Transformation and Deliver Value to Your Enterprise)
Here’s the rub. None of that matters if you feel inferior—to others in your industry, to the You of yesteryear, to your client. When a prospect calls, you must boldly answer the phone. You must open your mouth, even in the face of overwhelming fear. You must speak your mind. You must offer considerate advice one human being to another. The best business strategies in this universe won’t amount to a nickel of revenue if you let the fear of feeling less than your best, less than your potential, less than your client expects (all in your head, mind you) get in the way. For many new coaches, the fear of feeling inferior is wide spread.
Brent O'Bannon (Selling Strengths: A Little Book for Executive and Life Coaches About Using Your Strengths to Get Paying Clients)
In startups the emphasis is on “get it done, and get it done fast.” So it’s natural that heads of Sales and Marketing believe they are hired for what they know, not what they can learn. They assume their prior experience is relevant in this new venture. They assume they understand the customer problem and therefore the product that needs to be built and sold. Therefore they need to put that knowledge to work and execute the product development, sales and marketing processes and programs that have worked for them before. This is usually a faulty assumption. Before we can build and sell a product, we have to answer some very basic questions: What are the problems our product solves? Do customers perceive these problems as important or “must-have”? If we’re selling to businesses, who in a company has a problem our product could solve? If we are selling to consumers how do we reach them? How big is this problem? Who do we make the first sales call on? Who else has to approve the purchase? How many customers do we need to be profitable? What’s the average order size?
Steve Blank (The Four Steps to the Epiphany: Successful Strategies for Startups That Win)
the greatest challenge for today’s leaders is not the lack of well thought-out strategies, but the lack of disciplined execution of those strategies. The game is won not by creating new strategies, but by sticking to your current strategy - it is called Adherence.
Lee Colan (Sticking to It: The Art of Adherence)
Management is ensuring that the trains run on time; leadership is about ensuring that they are headed to the right destination. Management is about execution; leadership is about strategy and change.
Charles A. O'Reilly (Lead and Disrupt: How to Solve the Innovator's Dilemma)
However you decide to hack the structure of your team to allow for a long-term execution of strategy, you must hold on to the key elements of your vision.
Scott Belsky (The Messy Middle: Finding Your Way Through the Hardest and Most Crucial Part of Any Bold Venture)
Circular Strategy allows for betterment
Fritz Shoemaker
Do you understand that ‘soft skills’ are now the hard money answers?
Fritz Shoemaker
Do you want to talk to the man in charge or the people running the place? Because I am just the man in charge.
Fritz Shoemaker
The brand I bought represents a company with a higher IQ but a lower EQ
Fritz Shoemaker
These actions all led me to create a simple Theory of Business Motivation
Fritz Shoemaker
Would you rather have a smaller portion of something large or the whole portion of a business that is not going anywhere
Fritz Shoemaker
A future that will require Corporate held Emotional Intelligence
Fritz Shoemaker
The bottom line was that it was an excellent Return on Human Capital Employed (RoHCE)
Fritz Shoemaker
Having a high ChEQ will allow businesses to achieve their strategic goals more easily
Fritz Shoemaker
Shop Blindness: I always wonder, if the dining room is that dirty, what is the kitchen like
Fritz Shoemaker
Too many companies are afraid of openness, with the right people this isn’t an issue
Fritz Shoemaker
My premise is that startups and emerging companies should adopt a new, simple approach—start small, stay lean, raise only the funding you really need, grow the business judiciously and then execute an early exit.
Basil Peters (Early Exits: Exit Strategies for Entrepreneurs and Angel Investors (But Maybe Not Venture Capitalists))
What skill am I teaching my child to develop independence?
Rebecca Branstetter (The Everything Parent's Guide to Children with Executive Functioning Disorder: Strategies to help your child achieve the time-management skills, focus, ... to succeed in school and life (Everything®))
Sometimes parents start too big when trying to make behavioral changes.
Rebecca Branstetter (The Everything Parent's Guide to Children with Executive Functioning Disorder: Strategies to help your child achieve the time-management skills, focus, ... to succeed in school and life (Everything®))
A common saying around Silicon Valley is execution eats strategy for breakfast.
Salim Ismail (Exponential Organizations: Why new organizations are ten times better, faster, and cheaper than yours (and what to do about it))
It is imperative, too, that every strategy takes into account an analysis and understanding of the global financial and economic environment marked by slower growth, increased competition, altered consumer behavior, and more government intervention.
Ram Charan (Execution: The Discipline of Getting Things Done)
Boyd got the idea for “O-O-D-A” loops (he used dashes indicate that the steps are not distinct, but flow into each other) from observing the effects of jerky, unexpected, and abrupt maneuvers in air-to-air combat. After deciding that it was his quick OODA loops that allowed him to fight this way, Boyd defined “agility” in these terms: A side in a conflict or competition is more agile than its opponent if it can execute its OODA loops more quickly. This generalizes the term agility from air-to-air combat and from warfare in general. It also turns out to be equivalent to the definition floated in chapter II, the ability to rapidly change one’s orientation, since it is orientation locking up under the stress of competition and conflict that causes OODA loops to slow and makes one predictable, rather than abrupt and unpredictable. Speed, that is physical velocity, may provide an important tactical option, but it is not The Way.77 In fact, speed increases momentum, which can make one more predictable.
Chet Richards (Certain to Win: The Strategy of John Boyd, Applied to Business)
What is good for the goose isn’t always good for the gander.
Russell E. Palmer (Ultimate Leadership: Winning Execution Strategies for Your Situation)
Whatever strategy you’re pursuing, your progress and your success will be based on two kinds of measures: lag and lead.
Chris McChesney (The 4 Disciplines of Execution: Achieving Your Wildly Important Goals)
If you can’t describe your strategy in twenty minutes, simply and in plain language, you haven’t got a plan.
Larry Bossidy (Execution: The Discipline of Getting Things Done)
Failures, unlike successes, cannot be rejected and rarely go unnoticed. But they are seldom seen as symptoms of opportunity. A good many failures are, of course, nothing but mistakes, the results of greed, stupidity, thoughtless bandwagon-climbing, or incompetence whether in design or execution. Yet if something fails despite being carefully planned, carefully designed, and conscientiously executed, that failure often bespeaks underlying change and, with it, opportunity. The assumptions on which a product or service, its design or its marketing strategy, were based may no longer fit reality. Perhaps customers have changed their values and perceptions; while they still buy the same ‘thing’, they are actually purchasing a very different ‘value’. Or perhaps what has always been one market or one end use is splitting itself into two or more, each demanding something quite different. Any change like this is an opportunity for innovation.
Peter F. Drucker (Innovation and Entrepreneurship (Routledge Classics))
strategy ain’t sh-- without execution.
Brian Souza (Weekly Coaching Conversation (New Edition): A Business Fable about Taking Your Team’s Performance—and Your Career—to the Next Level)
When people feel that their voices are heard—and can see real change made—they are less likely to exit. Conversely, when voices are not heard—as when nations silence political dissenters by locking them up or executing them—exit becomes the only viable strategy for change, and that can lead to violence. In
Michael Shermer (The Moral Arc: How Science and Reason Lead Humanity toward Truth, Justice, and Freedom)
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
Ahmed Elkadi
It is important for the former caregiver to display honest emotions about the pending separation. If an attachment has formed, it is natural for both the child and caregiver to grieve their separation. This is no time for adults to try to be strong for the child's sake. A child's self-esteem is enhanced by tangible evidence that [they] were cared for and that [their] former caregiver will miss [them] but wishes [them] well. When adults express their feelings appropriately, it gives children permission to do so as well. Carefully planned and executed pre-placement transition strategies should assist former caregivers in adjusting their role and placing their confidence in the ability of the new [guardians] to provide a safe, secure, and nuturing environment for the toddler they have loved and cared for.
Mary Hopkins-Best (Toddler Adoption: The Weaver's Craft)
Think of the 4 Disciplines as the operating system of a computer—once it’s installed, you can use it to run almost any strategy you choose,
Chris McChesney (The 4 Disciplines of Execution: Achieving Your Wildly Important Goals)
Strategy without execution is hallucination.
Mike Roach
A regulator cannot easily challenge the fundamental strategy of a badly run financial services business, such as Lehman or Royal Bank of Scotland. No one within the businesses themselves was willing to challenge Dick Fuld or Fred Goodwin—including the genuinely distinguished figures who sat on the RBS board (that of Lehman was decorated by friends of Fuld). Even the head of an agency may enjoy less access to the powerful than the senior executives of large corporations—if for no other reason than that the latter have considerably more largesse to dispense. Recall Gordon Brown’s fulsome tribute to Fuld and Lehman (see Chapter 1), and note that Goodwin and his (then) wife enjoyed weekend hospitality at Chequers, Prime Minister Brown’s official residence, even as the bank was sliding towards bankruptcy. It is not an accident that both Lehman and RBS were run by unpleasant, domineering individuals with good political connections: these characteristics are common pointers to the combination of personal success and corporate failure. Now
John Kay (Other People's Money: The Real Business of Finance)
Improvisation thrives at the pivotal intersection where planning and strategy meet execution.
Bob Kulhan (Getting to "yes And": The Art of Business Improv)
Strategy and execution represent the two sides of one and the same thing.
Pearl Zhu (Digital Valley: Five Pearls of Wisdom to Make Profound Influence (Digital Master Book 3))
Discipline 1 requires you to translate your strategy from concepts to targets,
Chris McChesney (The 4 Disciplines of Execution: Achieving Your Wildly Important Goals)
Paul Mulvaney made the point: “One thing to bear in mind is that we have made no changes to our trend following strategy since 2005. So in a way we take the ancient Spartan view that everything that needed to be said about long-term trend following has already been said.” He continued: “In recent years our research has focused on execution algorithms—but those are of minor importance versus the strategic trend following philosophy.” Here is Mulvaney’s philosophy in performance data format:
Michael W. Covel (Trend Following: How to Make a Fortune in Bull, Bear, and Black Swan Markets (Wiley Trading))
Effective strategy planners spread strategy reviews throughout the year rather than squeeze them into a two- or three-month window. This allows senior executives to focus on one issue at a time until they reach a decision or set of decisions.
Harvard Business School Press (HBR's 10 Must Reads on Making Smart Decisions (with featured article "Before You Make That Big Decision…" by Daniel Kahneman, Dan Lovallo, and Olivier Sibony))
Reading: “Onward: How Starbucks Fought for Its Life Without Losing Its Soul” Book by Howard Schultz “When you’re surrounded by people who share a passionate commitment around a common purpose, anything is possible.” Howard Schultz, Executive Chairman of Starbucks #smitanairjain #leadership #womenintech #thoughtleaders #tedxspeaker #technology #tech #success #strategy #startuplife #startupbusiness #startup #mentor #leaders #itmanagement #itleaders #innovation #informationtechnology #influencers #Influencer #hightech #fintechinfluencer #fintech #entrepreneurship #entrepreneurs #economy #economics #development #businessintelligence #business
Howard Schultz
Asked to paint a picture of the company in 20 years, the executives mentioned such things as “on the cover of Business Week as a model success story . . . the Fortune most admired top-ten list . . . the best science and business graduates want to work here . . . people on airplanes rave about one of our products to seatmates . . . 20 consecutive years of profitable growth . . . an entrepreneurial culture that has spawned half a dozen new divisions from within . . .
James C. Collins (HBR's 10 Must Reads on Strategy (including featured article “What Is Strategy?” by Michael E. Porter))
Top people can function with many styles and in many environments. They have the ability and sensibility to listen. But the number-one factor that sets them apart from the pack is an aura of energy and actual energy. All high-powered executives have that.
Bill Morin (What Every Successful Woman Knows: 12 Breakthrough Strategies to Get the Power and Ignite Your Career)
When changing times demand a really big shift in strategy, this inside view turns out to be even more of a problem. It’s an inside view of the wrong world, and you are caught blindsided. Rather than an ever-more-precise inside view, strategy needs an “outside view,” where data about the thousands of other experiences by other executives and their companies in other strategy rooms are brought into your own strategy room to shape the discussion. Why benchmark just your operational KPIs when you could have an equally compelling, objective reference point for your strategy? Why not calibrate how good your strategy really is against a broad set of comparative data?
Chris Bradley (Strategy Beyond the Hockey Stick: People, Probabilities, and Big Moves to Beat the Odds)
An aligned organization is impossible to achieve if the strategy is not clear, because strategy is the endpoint to which the rest of the organization is directed. When leaders set about to align their organizations, they often discover that they are not resolved about their strategy. They may be very clear about their financial targets. They may have precise numbers representing their growth plans. They may be sure of the capital initiatives and other initiatives they have planned to pursue in the short- or long-term. But if your team cannot exactly articulate why customers choose you over others—or in the case of nonprofit organizations, what your beneficiaries rely on you to do that no one else does for them—then you are not yet capable of alignment. Everyone on the executive team and beyond should be able to state in explicit terms how you intend to be unique in customers' eyes.
Reed Deshler (Mastering the Cube: Overcoming Stumbling Blocks and Building an Organization that Works)
In his seminal book, Why Smart Executives Fail: And What You Can Learn from Their Mistakes, Sydney Finkelstein, a management professor at Dartmouth College, investigated major failures at more than fifty corporate institutions. 11 He found that error-denial increases as you go up the pecking order. Ironically enough, the higher people are in the management hierarchy, the more they tend to supplement their perfectionism with blanket excuses, with CEOs usually being the worst of all. For example, in one organization we studied, the CEO spent the entire forty-five-minute interview explaining all the reasons why others were to blame for the calamity that hit his company. Regulators, customers, the government, and even other executives within the firm—all were responsible. No mention was made, however, of personal culpability. The reason should by now be obvious. It is those at the top of business who are responsible for strategy and therefore have the most to lose if things go wrong. They are far more likely to cling to the idea that the strategy is wise, even as it is falling apart, and to reframe any evidence that says otherwise. Blinded by dissonance, they are also the least likely to learn the lessons.
Matthew Syed (Black Box Thinking: Why Most People Never Learn from Their Mistakes--But Some Do)
When we asked Woolard about the most important lessons from his Apple experience, he reported that a board leader has to have regular access to the chief financial officer, deeply understand the company strategy and execution—and pick and partner with the right CEO.
Ram Charan (Boards That Lead: When to Take Charge, When to Partner, and When to Stay Out of the Way)
Six years into my first job, when I was still a junior manager, I got into an argument with the head of business during dinner after the launch of a strategy. I was arguing that I didn’t believe one leg of the strategy would work, and I was forcefully trying to make the point. The next morning, a helpful colleague asked me why I was hell-bent on having what he called a ‘career limiting conversation’. But I think that conversation had a positive effect. Two weeks after that, I was chosen, by the same head of business, to lead a cross-functional team to work out plans to execute parts of the strategy. I don’t think that would have happened had the business head been offended.
Indranil Chakraborty (Stories at Work: Unlock the Secret to Business Storytelling)
A deadly infection is spreading all through the world creating human change and undermining our specie with eradication. Presently the overcomers of this plague have joined the Global Resistance and must battle against this relentless human contamination with all that they have. Prepare for the strike: It is the ideal opportunity for you to ascend and battle for your survival in a zombie end of the world in this heart-ceasing first individual shooter experience! Look over a crazy arms stockpile of FPS sharpshooter battle firearm weapons and shoot against the insidious strolling undead attack in frightening situations around the world! Submerge yourself in various kinds of tasks including Story, Global Mission and Side Quests. Dead Trigger 2 praises 100 Million Downloads with unconditional presents and offers for you! Enormous, CONTINUOUSLY UPDATED CONTENT. Developing SHOOTER STORYLINES. • Battle your way through ten areas and plan a methodology for 33 diverse field front lines. This zombie shooting FPS is loaded with underhandedness activity! • Become a zombie shooter with 50 kinds of firearm weapons. Hone your objective point shooting abilities and take out each dead zombie rival with a slug to the head! • Trigger the activity with more than 600 ongoing interaction war situations, including Solo Campaign, Global Mission and Side Quests. Complete FPS expert sharpshooter accomplishments in this survival fight against death! • Learn military squad strategies for the battle in the zombie end of the world FPS battleground! MOUTH-WATERING BATTLEFIELD ACTION GRAPHICS Investigate target areas, shoot and execute the undead awfulness in survival conditions with various marksman weapons. It is pressing to stop the demise slaughter: Plan your FPS shooting assault system in the field and transform yourself into a saint against the unkilled zombie attack! TEETH-RATTLING FPS STRATEGY SURVIVAL • Brutal dead zombie rivals activity experience - Some of the simpler to slaughter dead zombies may be an easy prey for a shooter to assault, however you'll require more than one shot for a considerable exhibit of dead supervisors. • Awesome FPS expert sharpshooter firearm shooting weapons to fight against unfairness. Your main goal is to endure this malevolent end times! • Zombie shooter time story improvement - Join the Global Resistance against zombies and check out remain educated as the worldwide interactivity creates, where the activities of each and every battle can legitimately impact the tide of war. Remain alive and unkilled as much as you can in this activity experience! Huge amounts OF FEATURES • FPS Zombie War Tournaments for Real Prizes - Get prepared for some demise battle activity in our expert rifleman shooting front line! Do battle with players from everywhere throughout the world in the human first individual shooter Arena! • Choose between a touch control target shooter framework, an upgraded virtual joystick for FPS zombie survival troopers or comfort gaming. • Explore your own den and meet the Gunsmith, Scientist, Smuggler and Engineer. They will focus on the rifleman assault in this shooter zombie survival intrusion as you can open unfathomable firearm weapons and devices. Is it true that you are prepared to face those abhorrent dead strolling professional killer adversaries and battle for your survival in this first individual shooter battle? The undead flare-up is basic. Begin murdering and shooting dead zombies without squandering any slug and remain unkilled!
Strelsin asked CEOs an easy question: “How would you describe the most important aspect of your role in the organization?” The CEOs whose companies were inconsistent in their performance prioritized creating a vision, building a specific corporate culture, and developing a specific business strategy. But when Strelsin posed the same question to CEOs of industry-leading companies, most said that they had made it their personal mission, above all else, to simplify the lives of those who worked below them. They pursued simplification in a number of ways: they simplified their strategies so their peers and subordinates could focus on the most important challenges. They simplified their hierarchies, so that their companies could execute their strategies more effectively. They made it a priority to communicate in clear prose that inspired everyone to join in their company’s respective mission. In short, the most successful executives in Strelsin’s study excelled in their jobs because they regarded themselves not merely as CEOs, but as chief simplifiers.
Lisa Bodell (Why Simple Wins: Escape the Complexity Trap and Get to Work That Matters)
The characteristics that are unique to the Top Ten Most Admired Companies and separate them from their industry peers are: 1. Roles are clearly defined for executives, managers and employees. 2. Business needs and visions are communicated deep into the organization. 3. Performance measurement is continuous and aligned with the strategy. 4. Leaders are held accountable - both personally and for their teams.
Lee Colan (Sticking to It: The Art of Adherence)
Retirement Lifestyle Planning There are four (4) major financial questions that you must be able to answer in order to know if your current or future plan will work for you. What rate of return do you have to earn on your savings and investment dollars to be able to retire at your current standard of living and have your money last through your life expectancy? How much do you need to save on a monthly or annual basis to be able to retire at your current standard of living and your money last your life expectancy? Doing what you are currently doing, how long will you have to work to be able to retire and live your current lifestyle till life expectancy? If you don’t do anything different than you are doing today, how much will you have to reduce your standard of livingat retirement for your money to last your life expectancy? Motto for Retirement Lifestyle Planning A solid financial plan is a powerful possession that offers a sense of peace and freedom. Our process allows us to determine appropriate strategies and help you understand how to achieve your goals and live your dreams. Our process stresses informed financial decision making. We encourage you to review all decisions with your team of tax and legal professionals. For the record, we are not tax or legal professionals and this information is not intended as tax or legal advice. Now we’d like to remind you that a well-executed financial plan requires diverse knowledge and utilizes some or all of the following strategies and services: -Retirement Lifestyle Planning Making the most of your employer-sponsored retirement plans and IRAs. Determining how much you need to retire comfortably. Managing assets before and during retirement including Social Security analysis. -Estate Planning Referring you to qualified Estate Attorneys to review your wills and trusts to help preserve your estate for your intended heirs by helping with beneficiary designations. Reducing exposure to estate taxes and probate costs. Coordinating with your tax and legal advisors. -Tax Management Helping to reduce your current and future tax burden by considering multiple strategies for review by your tax professional.Also, referring you to qualified tax specialists if needed. -Legacy Planning/Charitable Planning Creating a solid future for generations to come by ensuring that your legacy will live on through those you love or causes you care deeply about. -Risk Management Reviewing existing insurance policies. Recommending policy changes when appropriate. Finding the best policy for your individual wants and needs. -Investment Planning Determining your asset allocation needs. Helping you understand your risk tolerance. Recommending the appropriate investment vehicles to help you reach and exceed your goals.
Annette Wise
I wrote this book for managers, executives, and entrepreneurs who want to offer good jobs but don’t think they can because controlling costs is so important to their business. You will see that offering good jobs can in fact reduce costs and increase profits as long as it is combined with operational excellence. If you want to offer good jobs and low prices at the same time, operational excellence is not optional, it is mandatory.
Zeynep Ton (The Good Jobs Strategy: How the Smartest Companies Invest in Employees to Lower Costs and Boost Profits)
He had to find her. But where? Ted deliberated this question while downing three espressos in the hotel lobby, letting the caffeine and vodka greet in his brain like fighting fish. Where to look for Sasha in this sprawling, malodorous city? He reviewed the strategies he'd already failed to execute: approaching dissolute kids at the train station and youth hostels, but no, no. He'd waited too long for any of that." (p. 224)
Jennifer Egan (A Visit from the Goon Squad)
On defense, blitzscaling lets you set a pace that keeps your competitors gasping simply to keep up, affording them little time and space to counterattack. Because they’re focused on responding to your moves, which can often take them by surprise and force them to play catch-up, they don’t have as much time available to develop and execute differentiated strategies that might threaten your position. Blitzscaling helps you determine the playing field to your great advantage.
Reid Hoffman (Blitzscaling: The Lightning-Fast Path to Building Massively Valuable Companies)
Four Decisions, which emphasizes the main categories of decisions that all companies must get right. They are: People, Strategy, Execution, and Cash.
Verne Harnish (The Greatest Business Decisions of All Time: How Apple, Ford, IBM, Zappos, and others made radical choices that changed the course of business.)
a conceptual framework called the Four Decisions, which emphasizes the main categories of decisions that all companies must get right. They are: People, Strategy, Execution, and Cash.
Verne Harnish (The Greatest Business Decisions of All Time: How Apple, Ford, IBM, Zappos, and others made radical choices that changed the course of business.)
Many companies enter businesses planning to capture only a small percentage of the market. Such plans are not conservative; they are extremely dangerous. They are strategies for failure. The only good plans and the only good marketing programs are those aimed at dominance, backed by sufficient resources to achieve it, and executed with precision.
William H. Davidow (Marketing High Technology)
These are essentially five such practices—five such habits of the mind that have to be acquired to be an effective executive: 1.    Effective executives know where their time goes. They work systematically at managing the little of their time that can be brought under their control. 2.    Effective executives focus on outward contribution. They gear their efforts to results rather than to work. They start out with the question, “What results are expected of me?” rather than with the work to be done, let alone with its techniques and tools. 3.    Effective executives build on strengths—their own strengths, the strengths of their superiors, colleagues, and subordinates; and on the strengths in the situation, that is, on what they can do. They do not build on weakness. They do not start out with the things they cannot do. 4.    Effective executives concentrate on the few major areas where superior performance will produce outstanding results. They force themselves to set priorities and stay with their priority decisions. They know that they have no choice but to do first things first—and second things not at all. The alternative is to get nothing done. 5.    Effective executives, finally, make effective decisions. They know that this is, above all, a matter of system—of the right steps in the right sequence. They know that an effective decision is always a judgment based on “dissenting opinions” rather than on “consensus on the facts.” And they know that to make many decisions fast means to make the wrong decisions. What is needed are few, but fundamental, decisions. What is needed is the right strategy rather than razzle-dazzle tactics
Peter F. Drucker (The Effective Executive: The Definitive Guide to Getting the Right Things Done (Harperbusiness Essentials))
To borrow a concept from the emerging science of chaos and complexity, Jominians are predominantly "linear" thinkers regarding the conduct of war. They believe in a certain causality, or predictability, of actions taken in war. That is, they believe that similar inputs produce similar outputs. Translated into the language of strategy, if a given plan of attack is devised and executed in accordance with veritable principles of war, it will necessarily produce victory time and again. Believing, as they do, that strategy can be reduced to a science, the Jominians tend to be more prescriptive than heuristic in their presentation of military theory. In other words, Jominian theories tend toward teaching soldiers how to act rather than how to think. Theory should provide answers to the warrior facing the daunting prospect of battle.6
U.S. Government (John Boyd and John Warden: Air Power's Quest for Strategic Paralysis - Sun Tzu, Aftermath of Desert Storm Gulf War, Economic and Control Warfare, Industrial, Command, and Informational Targeting)
There is, however, a lesser-known piece to this story. As Christensen recalls, Grove asked him during a break in this meeting, “How do I do this?” Christensen responded with a discussion of business strategy, explaining how Grove could set up a new business unit and so on. Grove cut him off with a gruff reply: “You are such a naïve academic. I asked you how to do it, and you told me what I should do. I know what I need to do. I just don’t know how to do it.” As Christensen later explained, this division between what and how is crucial but is overlooked in the professional world. It’s often straightforward to identify a strategy needed to achieve a goal, but what trips up companies is figuring out how to execute the strategy once identified.
Cal Newport (Deep Work: Rules for Focused Success in a Distracted World)
Every goal must have a strategy and every strategy must be tied to a goal.
Ravi Kathuria (How Cohesive is your Company?: A Leadership Parable - Top-notch business performance is impossible until you cohesively align mission, vision, goals, strategy, execution & culture)
Jeremy Feakins is an entrepreneur who provides the help you define and execute key growth strategies, deliver a great launch experience, bring new products and services to market, and advise you on finding investment capital. He is currently, CEO of the Ocean Thermal Energy Corporation.
Jeremy Feakins
Execution is the result of thousands of decisions made every day by employees acting according to the information they have and their own self-interest.
Gary L. Neilson (HBR's 10 Must Reads on Strategy (including featured article “What Is Strategy?” by Michael E. Porter))
executives are often reluctant to accept the need for change; they may have a vested interest in the status quo, or they may feel that time will eventually vindicate their previous choices. Indeed, when we ask executives what prompts them to seek out blue oceans and introduce change, they usually say that it takes a highly determined leader or a serious crisis.
W. Chan Kim (Blue Ocean Strategy, Expanded Edition: How to Create Uncontested Market Space and Make the Competition Irrelevant)
Very often, a good decision executed quickly beats a brilliant decision implemented slowly or poorly.
Marcia W. Blenko (HBR's 10 Must Reads on Strategy (including featured article “What Is Strategy?” by Michael E. Porter))
Flattery was a prime department store strategy for cultivating customers, and men got a heavy dose. Males could expect to be treated like busy executives and discriminating men of the world. Men’s sections, floors, and entire stores were designed to resemble opulent clubs, often outfitted with wood-paneled grills that women customers were not permitted to enter. Vandervoort’s and Filene’s went to somewhat unusual lengths in furnishing a men’s lounge and smoking room, oddly working against the prevailing assumption that men had no time to spare. In Halle’s new men’s store of the late 1920s, dark mahogany paneling and carved marble detailing created the ambience of a priestly inner sanctum. Filene’s furnished an indoor putting green in its men’s store of 1928. Wanamaker’s outdid itself in 1932, the unlucky Depression year it opened its luxurious six-story men’s store in the Lincoln-Liberty building, with stocks of British imports and an equestrian shop too. Both Wanamaker’s and Marshall Field sold airplanes. Lord & Taylor reserved its tenth floor in New York City for men, with heman departments for cutlery, the home bar, and barbecue equipment. Gimbels, Macy’s, and Hearn’s stuck to more basic appeals, using their large liquor departments to attract men.
Jan Whitaker (Service and Style: How the American Department Store Fashioned the Middle Class)
The gating resource here was not capital,” Thiel said. “The gating resource was the ideas and the people and executing it well. It’s not like lawsuits haven’t been brought in the past. It’s something that’s been done, so we were required to think very creatively about this space, what kind of lawsuit to bring.” Most of the ideas do not stand up to scrutiny, or to Thiel’s ambitions. A slap on the wrist from the FCC about affiliate commissions will accomplish little. Exploiting the financial misdeeds of the company would likely require an inside man, and this would be nasty, deceitful business. It wasn’t just a question of which strategy might actually win, it was also figuring out which one could actually do real damage. “It was important for us to win cases,” Thiel said. “We had to win. We had to get a large judgment. We did not want to bring meritless cases. We wanted to bring cases that were very strong. It was a very narrow set of context in which you could do that. You did not want to involve political speech, you did not want to involve anything that had anything remotely connected to the public interest. Ideally, our cases would not even involve the First Amendment at all.” The First Amendment was unappealing not because Thiel is a libertarian, though he is, but because as a strategist he understood that it was Gawker’s strongest and most entrenched position: we’re allowed to say anything we want. It challenges the legal system and conventional wisdom where they are the most clearly established. Forget the blocking and tackling of proof and precedent. At an almost philosophical level, the right to free speech is virtually absolute. But as Denton would himself admit to me later, free speech is sort of a Maginot Line. “It looks formidable,” he said, “it gives false confidence to defenders, but there are plenty of ways around if you’re nimble and ruthless enough.” That’s what Thiel was doing now, that’s what he was paying Charles Harder to find. Someone from Gawker would observe with some satisfaction to me, many years away from this period of preliminary strategizing from Thiel, that if Thiel had tried to go after Gawker in court for what it had written about him, litigating damages and distress from being outed, for example, he certainly would have lost. This was said as a sort of condemnation of the direction that Thiel ultimately did attack Gawker from. Which is strange because that was the point. The great strategist B. H. Liddell Hart would say that all great victories come along “the line of least resistance and the line of least expectation.” John Boyd, a fighter pilot before he was a strategist, would say that a good pilot never goes through the front door. He wins by coming through the back. And first, that door has to be located.
Ryan Holiday (Conspiracy: Peter Thiel, Hulk Hogan, Gawker, and the Anatomy of Intrigue)
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Tapes Manufacturing
If subordinates, or people in general, know that they genuinely have easy access to their leader, they’ll tend to view the leader in a more positive, trustworthy light.
Donald T. Phillips (Lincoln on Leadership: Executive Strategies for Tough Times)
One of the most effective ways to gain acceptance of a philosophy is to show it in your daily actions. In order to stage your leadership style, you must have an audience. By entering your subordinate’s environment – by establishing frequent human contact – you create a sense of commitment, collaboration, and community. You also gain access to vital information necessary to make effective decisions. Additionally, when personal contact is not possible, you can send surrogates to the field to obtain information.
Donald T. Phillips (Lincoln on Leadership: Executive Strategies for Tough Times)
I am fond of pointing out to entrepreneurs and executives that “in theory, you don’t need practice.” What I mean is that no matter how brilliant your business model and growth strategy, you won’t be able to build a real-world (i.e., non-theoretical) blockbuster company without a lot of practice. But that problem is magnified when you’re trying to blitzscale. The kind of growth involved in blitzscaling typically means major human resources challenges. Tripling the number of employees each year isn’t uncommon for a blitzscaling company. This requires a radically different approach to management than that of a typical growth company, which would be happy to grow 15 percent per year and can take time finding a few perfect hires and obsessing about corporate culture. As we will discuss in more detail later in the book, companies that blitzscale have to rapidly navigate a set of key transitions as their organizations grow, and have to embrace counterintuitive rules like hiring “good enough” people, launching flawed and imperfect products, letting fires burn, and ignoring angry customers. Over the course of this book, we’ll see how business model, growth strategy, and management innovation work together to form the high-risk, high-reward process of blitzscaling.
Reid Hoffman (Blitzscaling: The Lightning-Fast Path to Building Massively Valuable Companies)
When people understand what is expected of them, political jockeying and favoritism are minimized, and people can focus on executing the strategy rapidly.
W. Chan Kim (Blue Ocean Strategy, Expanded Edition: How to Create Uncontested Market Space and Make the Competition Irrelevant)
By violating fair process in making and rolling out strategies, managers can turn their best employees into their worst, earning their distrust of and resistance to the very strategy they depend on them to execute. But if managers practice fair process, the worst employees can turn into the best and can execute even difficult strategic shifts with their willing commitment while building their trust.
W. Chan Kim (Blue Ocean Strategy, Expanded Edition: How to Create Uncontested Market Space and Make the Competition Irrelevant)
Leading and managing testers at Google is likely the thing most different from other testing shops. There are several forces at work at Google driving these differences, namely: far fewer testers, hiring competent folks, and a healthy respect for diversity and autonomy. Test management at Google is much more about inspiring than actively managing. It is more about strategy than day-to-day or week-to-week execution. That said, this leaves engineering management in an open-ended and often more complex position than that typical of the places we’ve worked before. The key aspects of test management and leadership at Google are leadership and vision, negotiation, external communication, technical competence, strategic initiatives, recruiting and interviewing, and driving the review performance of the team.
James A. Whittaker (How Google Tests Software)
The Russians call this maskirovka—the art of deception and confusion. It is as old as strategy itself. Undermine your enemy, Sun Tzu advised 2,500 years ago. “Subvert him, attack his morale, strike at his economy, corrupt him. Sow internal discord among his leaders; destroy him without fighting him.” Call down the fog of war, he was telling conspirators and generals and swordsmen, let it descend on your opponent until they cannot see what is right before them. Because “all warfare,” Sun Tzu reminds us, “is based on deception.” Not just keeping secrets—that’s the first part, the passive part, a refusal to reveal your true intentions—but active, outwardly focused deceit intended to disorient and weaken the enemy. The long-term strategic drive to a decisive legal action—the hope of taking a case against Gawker to a real jury of normal people outside the Manhattan media bubble—had been set by Peter Thiel early on. By 2012, not only was the ideal case found with which to execute this strategy, but a lawsuit was filed within days of discovery. As the case wound its way through the legal system in 2013, it had seen many setbacks, some expected and others not, but these setbacks were not without their upside. They had, in the end, created a scenario in which the case’s final home in Florida district court might spell a bankruptcy-level event for Gawker Media.
Ryan Holiday (Conspiracy: Peter Thiel, Hulk Hogan, Gawker, and the Anatomy of Intrigue)
So much was expected of the true strategist: a student of the present who must be aware of the past, sensitive to the possibilities of the future, conscious of the danger of bias, alert to ambiguity, alive to chaos, ready to think through consequences of alternative courses of action, and then able to articulate all this with sufficient precision for those who must execute its prescriptions.2 This was a counsel of perfection. There was only so much knowledge that an individual could accumulate, assimilate, and manipulate; only so many potential sequences of events that could be worked through in a system that was full of uncertainty, complexity, and chaos.
Lawrence Freedman (Strategy: A History)
One who has a strategy is never disappointed but full of confidence and enthusiasm.
nitin namdeo
When the conduct of men is designed to be influenced, persuasion, kind, unassuming persuasion, should ever be adopted. It is an old and a true maxim, that a “drop of honey catches more flies than a gallon of gall.” So with men. If you would win a man to your cause, first convince him that you are his sincere friend. Therein is a drop of honey that catches his heart, which, say what he will, is the great high road to his reason, and which, when once gained, you will find but little trouble in convincing his judgment of the justice of your cause, if indeed that cause really be a just one. On the contrary, assume to dictate to his judgment, or to command his action, or to mark him as one to be shunned and despised, and he will retreat within himself, close all the avenues to his head and his heart; and tho’ your cause be naked truth itself . . . you shall no more be able to [reach] him, than to penetrate the hard shell of a tortoise with a rye straw. Such is man, and so must he be understood by those who would lead him, even to his own best interest. [Italics
Donald T. Phillips (Lincoln on Leadership: Executive Strategies for Tough Times)
Some business leaders think they’d rather have great execution than superior strategies, but the truth is you can’t have the first without the second.
Brad Chase (Strategy First: How Businesses Win Big)
Everyone has skills and talent, but not everyone has a strategy.
nitin namdeo
Every desire demands a strategy. Desire without a strategy is just a waste of time.
nitin namdeo