Implementing Strategy Quotes

You can talk all you want about having a clear purpose and strategy for your life, but ultimately this means nothing if you are not investing the resources you have in a way that is consistent with your strategy. In the end, a strategy is nothing but good intentions unless it's effectively implemented.

The success of a strategy largely depends on it's implementation. You can have a good strategy, you can have a winning game plan, but ultimately you and your team have to implement the strategy and execute and put the game plan into action if your business is going to succeed.

Be creative while inventing ideas, but be disciplined while implementing them.

A successful blitz requires a well-thought-out strategy and flawless execution. Similarly, effective corporate governance involves developing and implementing sound strategies that align with the company's goals and values.

COVID-19 … another bioengineered virus we’ve added to our past accomplishments: H5N1, SIV, HIV, Ebola, Marburg, MERS, SARS, Zika—the list is so long. We have so many biolabs situated around the world.” The other man replied, “The original virus’ strain was specifically engineered to target the Asian respiratory system. Releasing the coronavirus in Wuhan, a test city for 5G and a central transit hub, was key to our strategy. Then we tailored different strains that would target other ethnic groups in different countries. Unfortunately, the virus isn’t as effective as it was supposed to be. The Good Club had planned on it culling a much larger percentage of the world’s population. Since there weren’t widespread deaths, we’ve had to resort to inflating the numbers, enforcing practices to help kill more people at hospitals, and a massive disinformation campaign to promote fear. Soon we’ll be releasing another strain and will utilize the CDC and the WHO to make our vaccine cocktail mandatory in as many countries as possible, as well as forcing through mandates, like masks to lower people’s oxygen intake, causing illness and depression, and implementing vaccine passports as the first move toward an all-in-one digital ID is also key.

My advice was to start a policy of making reversible decisions before anyone left the meeting or the office. In a startup, it doesn’t matter if you’re 100 percent right 100 percent of the time. What matters is having forward momentum and a tight fact-based data/metrics feedback loop to help you quickly recognize and reverse any incorrect decisions. That’s why startups are agile. By the time a big company gets the committee to organize the subcommittee to pick a meeting date, your startup could have made 20 decisions, reversed five of them and implemented the fifteen that worked.

At this crucial point, for the Roman Church to reach a compromise between this myth of Mithra and the Hellenistic Christianity of St. Paul, it was necessary to have a sudden change of events or an altered version of Jesus's life, and it was here that the Roman Church began to implement a psychological process known today as Cognitive Dissonance. In a few words, this happens when a group of people produce a false reconstruction of an event they want to continue to believe in, a literary strategy also known as the Reconstructive Hypothesis. This theological notion is equally known as Apotheosis or the glorification of a subject to divine level such as a human becoming a god. In the case of Jesus, this process was copied in its entirety from the religion of Mithra where their 'divinisations' were practically the same.

AI allows companies and municipalities to now simulate strategy before implementation. And that has profound effects on productivity.

A good strategy includes a set of coherent actions. They are not “implementation” details; they are the punch in the strategy. A strategy that fails to define a variety of plausible and feasible immediate actions is missing a critical component.

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.

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.

Innovation and implementation are important as strategies and excellence.

In real life, strategy is actually very straightforward. You pick a general direction and implement it like a hell.

When it comes to implementing a strategy of simple rules, pinpointing the precise decision or activity where rules will have the most impact is half the battle.

Deprivation and attachment difficulties signal the baby’s brain and nervous system to implement life-protecting strategies. Depending on the severity and the duration of the nurturing disruptions, there is a progressive loss of the ability to attune to and express one’s needs. Along with the loss of attunement comes increasing autonomic dysregulation:

Implementation, not ideas, is the key to real success.

Ensure that value is created for all stakeholders – customers, employees, partners, society, and investors – simultaneously

The human side of analytics is the biggest challenge to implementing big data.

A good strategy with a bad implementation is a bad strategy

So how does the massively complicated brain, with its eighty-six billion neurons, get built from such a small recipe book? The answer pivots on a clever strategy implemented by the genome: build incompletely and let world experience refine. Thus, for humans at birth, the brain is remarkably unfinished, and interaction with the world is necessary to complete it.

That dominance came to an abrupt end with the creation and implementation of what has come to be known as the Southern Strategy. The success of law and order rhetoric among working-class whites and the intense resentment of racial reforms, particularly in the South, led conservative Republican analysts to believe that a “new majority” could be created by the Republican Party, one that included the traditional Republican base, the white South, and half the Catholic, blue-collar vote of the big cities.50 Some conservative political strategists admitted that appealing to racial fears and antagonisms was central to this strategy, though it had to be done surreptitiously. H.R. Haldeman, one of Nixon’s key advisers, recalls that Nixon himself deliberately pursued a Southern, racial strategy: “He [President Nixon] emphasized that you have to face the fact that the whole problem is really the blacks. The key is to devise a system that recognizes this while not appearing to.”51 Similarly, John Ehrlichman, special counsel to the president, explained the Nixon administration’s campaign strategy of 1968 in this way: “We’ll go after the racists.”52 In Ehrlichman’s view, “that subliminal appeal to the anti-black voter was always present in Nixon’s statements and speeches.”53

for example, the aristocracy under Stalinism, the Jews under Nazism, the virus, and, later, the anti-vaxxers during the coronavirus crisis—and at the same time offers a strategy to deal with that object of anxiety, there is a real chance that all the free-flowing anxiety will attach itself to that object and there will be broad social support for the implementation of the strategy to control that object of anxiety.

John Bonavia says, Effective sales and marketing requires talent, expertise, effort, and consistency. If that doesn't exist inside your organization, then it's important that you find an outside resource that can help you develop and implement your strategy.

If you have a desire to live in an organized, simplified home, you’ve come to the right place. Throughout 10-Minute Declutter, not only will you learn the skills you need to organize your home, you’ll also discover an actionable strategy to implement immediately.

Substituting one question for another can be a good strategy for solving difficult problems, and George Pólya included substitution in his classic How to Solve It: “If you can’t solve a problem, then there is an easier problem you can solve: find it.” Pólya’s heuristics are strategic procedures that are deliberately implemented by System 2. But the heuristics that I discuss in this chapter are not chosen; they are a consequence of the mental shotgun, the imprecise control we have over targeting our responses to questions.

No matter how you use this strategy, the secret to creating a successful habit stack is selecting the right cue to kick things off. Unlike an implementation intention, which specifically states the time and location for a given behavior, habit stacking implicitly has the time and location built into it.

In an attempt to develop a tool to help organizations begin to identify these errors, the Institute for Healthcare Improvement (IHI) developed a global trigger tool (GTT).9 Briefly, the GTT provides a standard methodology for reviewing patient records for triggers, or indicators, of potential adverse events.

A great idea that excites your organization but not your customer creates no value. A great idea that you cannot implement is a theoretical dream. And a great idea that you implement, but which the competition implements better, is at best a disadvantaged effort and at worst a waste of both time and resources.

You can't "let go". You can't "detach with love". You can't let them "hit bottom". You can't seem to implement the strategies you have learned when you are faced with your adult child's chaos and anxiety. When you try to do this, it makes you physically and emotionally ill, and the anxiety and fear becomes unbearable.

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

The mantra of Phase 4 of Company Building is provided by the war-fighting doctrine of the U.S. Marine Corps: Whoever can make and implement his decisions consistently faster gains a tremendous, often decisive, advantage. Decision-making thus becomes a time-competitive process, and timeliness of decisions becomes essential to generating tempo.

THE TEN CHARACTERISTICS OF DIFFERENCE THINKERS They practice empathy because they care enough to make an impact. They have a clear sense of the change they want to make in the world. They are impatient about tactics and endlessly patient about implementing their strategy. They ask the right questions, and that means that they talk more than twice as much as they listen, because talking takes guts. Mostly, they ignore those who offer empty criticism. They watch what people do and don’t just believe what people tell them. They innovate and create at the edges, ignoring the market of everyone. They make products for their customers, instead of trying to find customers for their products. They understand that they need to give people a story to tell—a ‘you’ve gotta see this’ moment. They work hard to change how people feel, by creating intangible value that gives them an emotional point of difference. They understand that trust is their second-most valuable asset. The first is the willingness to be wrong for the right reason.

The United States has not consciously chosen a grand strategy over the last several decades; rather it has made a series of policy decisions that have largely resulted from political motivations while being sold as part of a coherent plan after the fact, or more precisely, as a collection of coherent plans that are advocated for or forgotten about depending on the needs of the moment. Thus, those who want to change American foreign policy should not expect to succeed primarily by making arguments as to why the United States is implementing the wrong grand strategy. Rather, one would have to work to change the incentive structures that lead some ideas to gain currency, and government officials to make certain decisions but not others.

The final element is execution. The only way a strategy can get implemented is if we dedicate resources to it. Good intentions are not enough—you’re not implementing the strategy that you intend if you don’t spend your time, your money, and your talent in a way that is consistent with your intentions. In your life, there are going to be constant demands for your time and attention. How are you going to decide which of those demands gets resources? The trap many people fall into is to allocate their time to whoever screams loudest, and their talent to whatever offers them the fastest reward. That’s a dangerous way to build a strategy. All of these factors—priorities, balancing plans with opportunities, and allocating your resources—combine to create your strategy.

The best answer to this puzzle is that the real surprise was that such a pure and focused strategy was actually implemented. Most complex organizations spread rather than concentrate resources, acting to placate and pay off internal and external interests. Thus, we are surprised when a complex organization, such as Apple or the U.S. Army, actually focuses its actions. Not because of secrecy, but because good strategy itself is unexpected.

The 1st Law of Behavior Change is make it obvious. The two most common cues are time and location. Creating an implementation intention is a strategy you can use to pair a new habit with a specific time and location. The implementation intention formula is: I will [BEHAVIOR] at [TIME] in [LOCATION]. Habit stacking is a strategy you can use to pair a new habit with a current habit. The habit stacking formula is: After [CURRENT HABIT], I will [NEW HABIT].

Silicon Valley is famous for mantras like “move fast and break things” and implementing them through strategies like “minimum viable product” (MVP). These types of agile strategies can only work if you have the option to quit. You can’t put out an MVP unless you have the ability to pull it back. The whole point is to get information quickly, so you can quit the stuff that isn’t working and stick with the things that are worthwhile or develop new things that might work even better.

big forces to worry about: growth and inflation. Each could either be rising or falling, so I saw that by finding four different investment strategies—each one of which would do well in a particular environment (rising growth with rising inflation, rising growth with falling inflation, and so on)—I could construct an asset-allocation mix that was balanced to do well over time while being protected against unacceptable losses. Since that strategy would never change, practically anyone could implement it.

Understand and influence students’ and teachers’ perceptions, tolerance, knowledge, and empathy about diverse populations to help increase students’ successful integration into American educational settings; Help teachers develop and implement tools and strategies in the classroom that encourage effective communication and understanding of and between members of diverse cultural backgrounds; Build and maintain collaborations between students, families, teachers, and other community members to assist diverse populations.

I was among those encouraged to visit China to witness the emergence of “democratic” elections in a village near the industrial town of Dongguan. While visiting, I had a chance to talk in Mandarin with the candidates and see how the elections actually worked. The unwritten rules of the game soon became clear: the candidates were allowed no public assemblies, no television ads, and no campaign posters. They were not allowed to criticize any policy implemented by the Communist Party, nor were they free to criticize their opponents on any issue.

The abilities of the leaders at the top, and also those below that level, to understand the context and nature of the conflict and to get the big ideas – the strategy – right; to communicate those big ideas throughout the breadth and depth of a unit, a country, a coalition, the world; to oversee the implementation of the big ideas, providing example, energy, inspiration, determination and solid operational direction; and to determine how to refine and adjust the big ideas so that the leader can perform the four tasks again and again – these abilities are absolutely critical.

THE INITIAL STEP IN INDIVIDUAL TRANSFORMATION REQUIRES THAT YOU ALLOW YOURSELF TO BE HONEST, OPEN, & VUNERABLE TO ADMIT YOUR SHORTCOMINGS; LOOK AT THE PATH YOU’VE TRAVELED; ACKNOWLEDGE ,THAT UNFAVORABLE EVENTS QUITE POSSIBLY WERE THE CONSEQUENSE OF YOUR POOR CHOICES; DEVELOPE A STRATEGY TO GET BACK ON TRACK WITH A WELL ALLUMINATED PATHWAY FOR REASONABLY ACHIEVABLE SUCCESS, WHATEVER WAY YOU DEFINE IT; AND KNOWING WHAT IS REQUIRED: POSSESING THE COURAGE, WILLINGNESS, & DESIRE TO IMPLEMENT POSITIVE CHANGE; CONSTANTLY & CONSISTENTLY FOREVER CHALLENGING YOURS ELF TO STRIVE FOR GREATNESS.

A strategy - whether in companies or in life - is created through hundreds of everyday decisions about how you spend your time, energy, and money. With every moment of your time, every decision about how you spend your energy and your money, you are making a statement about what really matters to you. You can talk all you want about having a clear purpose and strategy for your life, but ultimately this means nothing if you are not investing the resources you have in a way that is consistent with your strategy. In the end, a strategy is nothing but good intentions unless it's effectively implemented.

Any ruler who expects his name to be associated with generosity cannot do so without suffering harm. However, if he is wise, he should not be bothered by his name being associated with stinginess. This is because, over time, by acting frugally, he will realize that his income is sufficient for him, that he can defend himself against his enemies, and that he can implement his plans without causing hardship to his people. He will then realize that his name is more often associated with generosity among the vast majority to whom he has given generously, while he is seen as stingy by the minority to whom he has given nothing.

Pain avoidance is part of life. A campaign to minimize hunger and lessen pain drives us to develop systems that will provide us with nourishing food and protective shelter. Pain is a trickster. It can send us true or false signals that confine us to our beds or spur us to roam long and far. Pain has a lifesaving function. Pain can signal us to implement evasive action or attack our problems head-on. Pain has a putative role. Pain can torture us for engaging in careless deeds. Pain performs a restorative role. Pain can tell us when we must rest. Pain is tutor and a healer. Pain implores us to take heed of our physical and mental infirmities, urges us to call out for help, and compels us to adopt modified strategies.

In the wider context, there is an ongoing shift from industrial economies to knowledge economies and creative economies, from manufacturing-based processes to information-based and idea-based processes, and from international trade agreements and restrictions to increasingly competitive market challenges from emerging and expanding economies worldwide. In terms of design, this impact is apparent in the evolution of design debates: from ‘style and aesthetics’ to a means of improving products, services, innovation processes and operational efficiencies. The focus of design is now on improving customer services and experiences, and creating better efficiencies and waste reduction strategies in both the private and public sectors. It is inevitable that how design is managed in this shifting context will also change.

Now, describe, in a single written sentence, your intended successful outcome for this problem or situation. In other words, what would need to happen for you to check this project off as “done”? It could be as simple as “Take the Hawaii vacation,” “Handle situation with customer X,” “Resolve college situation with Susan,” “Clarify new divisional management structure,” “Implement new investment strategy,” or “Research options for dealing with Manuel’s reading issue.” All clear? Great. Now write down the very next physical action required to move the situation forward. If you had nothing else to do in your life but get closure on this, what visible action would you take right now? Would you call or text someone? Write an e-mail? Take pen and paper and brainstorm about it? Surf the Web for data? Buy nails at the hardware store? Talk about it face-to-face with your partner, your assistant, your attorney, or your boss? What? Got the answer to that?

Keeping a new church outwardly focused from the beginning is much easier than trying to refocus an inwardly concerned church. In order to plant a successful church, you have to know that you know that you are undeniably called by God. The call to start a new church plant is not the same as the call to serve in an existing church or work in a ministry-related organization. You may be the greatest preacher this side of Billy Graham but still not be called to start a church. If you think you may have allowed an improper reason, voice or emotion to lead you to the idea of starting a new church, back away now. Spend some more time with God. You don’t want to move forward on a hunch or because you feel “pretty sure” that you should be planting a church. You have to be completely certain. “You’re afraid? So what. Everybody’s afraid. Fear is the common ground of humanity. The question you must wrestle to the ground is, ‘Will I allow my fear to bind me to mediocrity?’” When you think of a people group that you might be called to reach, does your heart break for them? If so, you may want to consider whether God is specifically calling you to reach that group for His kingdom. Is your calling clear? Has your calling been confirmed by others? Are you humbled by the call? Have you acted on your call? Do you know for certain that God has called you to start a new church? Nail it down. When exactly were you called? What were the circumstances surrounding your call? How did it match up with the sources of proper calling? Do you recognize the four specific calls in your calling? How? How does your call measure up to biblical characteristics? What is the emerging vision that God is giving you with this call? As your dependence on God grows, so will your church. One of the most common mistakes that enthusiastic and well-meaning church starters make is to move to a new location and start trying to reach people without thinking through even a short-term strategy. Don’t begin until you count the cost. why would you even consider starting a church (the only institution Jesus left behind and the only one that will last forever) without first developing a God-infused, specific, winning strategy? There are two types of pain: the pain of front-end discipline and the pain of back-end regret. With the question of strategy development, you get to choose which pain you’d rather live with. Basically, a purpose, mission and vision statement provides guiding principles that describe what God has called you to do (mission), how you will do it (purpose) and what it will look like when you get it done (vision). Keep your statement simple. Be as precise as possible. Core values are the filter through which you fulfill your strategy. These are important, because your entire strategy will be created and implemented in such a way as to bring your core values to life. Your strategic aim will serve as the beacon that guides the rest of your strategy. It is the initial purpose for which you are writing your strategy. He will not send more people to you than you are ready to receive. So what can you do? The same thing Dr. Graham does. Prepare in a way that enables God to open the floodgates into your church. If you are truly ready, He will send people your way. If you do the work we’ve described in this chapter, you’ll be able to build your new church on a strong base of God-breathed preparation. You’ll know where you are, where you’re going and how you are going to get there. You’ll be standing in the rain with a huge bucket, ready to take in the deluge. However, if you don’t think through your strategy, write it down and then implement it, you’ll be like the man who stands in the rainstorm with a Dixie cup. You’ll be completely unprepared to capture what God is pouring out. The choice is yours!

City officials may have destroyed evidence of the arrival of cholera-infected ships in the weeks before the outbreak, too. Following up on claims made by the port physician that the city had secretly quarantined passengers from a cholera-infected ship, investigators found that otherwise intact quarantine-hospital records for the months in question—April, May, and June 1832—had disappeared.50 * * * To be fair, the choices that nineteenth-century leaders had to make about whether or not to implement disease control strategies were not between two equally compelling options. The choices were between predictable costs and unpredictable benefits. They knew that quarantines and alerting the public about cholera would disrupt private interests, but they couldn’t be sure that either strategy would actually protect the public. It’s not surprising, then, that they opted for near-certain private benefits rather than mostly uncertain public ones. Plus they were under no obligation to do otherwise.

Leaders, some of whom are politicians in this book while others are soldiers, must be able to master four major tasks.2 Firstly, they need comprehensively to grasp the overall strategic situation in a conflict and craft the appropriate strategic approach – in essence, to get the big ideas right. Secondly, they must communicate those big ideas, the strategy, effectively throughout the breadth and depth of their organization and to all other stakeholders. Thirdly, they need to oversee the implementation of the big ideas, driving the execution of the campaign plan relentlessly and determinedly. Lastly, they have to determine how the big ideas need to be refined, adapted and augmented, so that they can perform the first three tasks again and again and again. The statesmen and soldiers who perform these four tasks properly are the exemplars who stand out from these pages. The witness of history demonstrates that exceptional strategic leadership is the one absolute prerequisite for success, but also that it is as rare as the black swan.

To implement these changes, the school initially followed a more typical, top-down strategy of reform: the state sent in a consultant to implement changes. “It was an outsider who came in and talked about the civil rights movement and did touchy feely group discussions,” Guthertz recalls. “Someone else came in and for one day taught behavior management strategies that focused on controlling and penalizing students versus making changes in teaching practices that would engage and support them. That blew up at the school. The administration got rid of that program.” The issues that come with this kind of approach to school reform—“do what the district, state, or consultants say”—have been a recurring theme in the long careers of Guthertz, Roth, and McKamey. “It comes off as an attempt to hijack the effort by the teachers to think about education,” McKamey comments. “It’s the deepest disrespect. The teacher has been teaching for ten years and someone is going to come in and say, ‘I’m going to show you something.’ Most of these people have never taught in the classroom.

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.

We could have dramatically reduced COVID fatalities and hospitalizations using early treatment protocols and repurposed drugs including ivermectin and hydroxychloroquine and many, many others.” Dr. McCullough has treated some 2,000 COVID patients with these therapies. McCullough points out that hundreds of peer-reviewed studies now show that early treatment could have averted some 80 percent of deaths attributed to COVID. “The strategy from the outset should have been implementing protocols to stop hospitalizations through early treatment of Americans who tested positive for COVID but were still asymptomatic. If we had done that, we could have pushed case fatality rates below those we see with seasonal flu, and ended the bottlenecks in our hospitals. We should have rapidly deployed off-the-shelf medications with proven safety records and subjected them to rigorous risk/benefit decision-making,” McCullough continues. “Using repurposed drugs, we could have ended this pandemic by May 2020 and saved 500,000 American lives, but for Dr. Fauci’s hard-headed, tunnel vision on new vaccines and remdesivir.

McCullough observes that, “We could have dramatically reduced COVID fatalities and hospitalizations using early treatment protocols and repurposed drugs including ivermectin and hydroxychloroquine and many, many others.” Dr. McCullough has treated some 2,000 COVID patients with these therapies. McCullough points out that hundreds of peer-reviewed studies now show that early treatment could have averted some 80 percent of deaths attributed to COVID. “The strategy from the outset should have been implementing protocols to stop hospitalizations through early treatment of Americans who tested positive for COVID but were still asymptomatic. If we had done that, we could have pushed case fatality rates below those we see with seasonal flu, and ended the bottlenecks in our hospitals. We should have rapidly deployed off-the-shelf medications with proven safety records and subjected them to rigorous risk/benefit decision-making,” McCullough continues. “Using repurposed drugs, we could have ended this pandemic by May 2020 and saved 500,000 American lives, but for Dr. Fauci’s hard-headed, tunnel vision on new vaccines and remdesivir.

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

Add your typical shower and claw feet Owners claw foot tub, consider incorporating the most traditional sense of joy in the ease and comfort revolutionary shower, governments are mainly engaged in the race just to check in early for power within very ready. Clawfoot tubs wear’s now includes a shower; there are many strategies to use the shower in the bathroom now. Even if a person must be determined in those particular individual hairs, can be costly and impractical. Although the site has a separate shower grow, keep in mind that you want the products and save more modern maintenance. Value management easier and more efficient to add a shower curtain and bath address. The information is not expensive, there are some ideas that you can include in the acquired shower. Contractor or plumber can provide ideas and even to make for you. The original can take water heater shower bath in the direction of the feet and the creation of a rod with an en suite shower room, and when the curtain. Shower curtains apartment surrounded significantly reduces splash of water leaks. Another option would be surplus tiles on the long term, the use of H2O "enemy" and shower rod and curtain also furnished, "L" of the aspects described in determining the bath. What will be more expensive and bathroom alone for a long time, some people are afraid of this option. On the way to the drain in the shower, you could be the cables hidden in the bathroom near the wall. The second course in the HVAC responsible for pre-tube immediately describes the bath to the option in the direction of the traditional classical appearance. There are several different types of decorative lighting and lids which are made in such a way that appears to choose in the hoses pin and presented a lot of good taste on the market. For those who are willing to deal with their own tasks, traders improving the registered owner of the Depot and Lowe's contain a number of "do it yourself" kits are unique measurements. Such kits are barrels and other containers, as defined above use’s shower built for joint legs. Everything requires a few simple policies and lower resistance to the purchase is detected. This kind of "precursors" of the water, you can judge for yourself in the shower longitudinal shower, shower curtains and thoughts. If you take even more concerned that the easiest only independent bathroom each provider in the health of office workers only in the direction of the support of others and crank implementing rules. Have a good friend or spouse and children of a member who keep an eye on your health, as it is commonly known. No need for the resolution, that the decision to migrate to an item in the shower of his classic bathroom was somewhat effortlessly came to rise. It goes in the direction of maximizing claw foot tub, or take an impressive ease of use aerosol own desire. Many decisions wonderful shower curtain in the direction of the changes the rest of the room was coming towards a holistic view of their cosmetics, and a lot of fun to drive in the direction of your claw foot tub.

Much confusion exists between what is strategy and what is tactics. Although the distinction is rarely of practical significance, here’s one that might be useful. As you formulate in words what you plan to do, the most abstract and general summary of those actions meaningful to you is your strategy. What you’ll do to implement the strategy is your tactics. Frequently, a strategy at one managerial level is the tactical concern of the next higher level.

You can also try a strategy that psychologists call an “implementation intention,” which is a way to reduce the amount of time and effort you spend controlling your thoughts. Instead of making general plans to reduce calories, you make highly specific plans for automatic behavior in certain situations, like what to do when you’re tempted by fattening food at a party. An implementation intention takes the form of if-then: If x happens, I will do y. The more you use this technique to transfer the control of your behavior to automatic processes, the less effort you will expend. This was demonstrated in some experiments involving the classic Stroop test of mental

System knowledge alone tends to favor technocratic visions; transformation knowledge by itself may encourage blind activism; orientation knowledge without system and transformation knowledge is idle. But even the combination of these types of knowledge will be useless as long as they are not implemented within a suitable knowledge economy, comprising research, education, public discourse, and political action. Much of the needed knowledge is unavailable - either because it is inaccessible, suppressed, or unimplemented, or because it does not yet exist or has been lost. Even in the face of global challenges, there will not be just one way into the future, but various modes of bringing together the richness and diversity of human experiences. New form of knowledge, as well as new forms of individual and social life ready to meet the challenges of the Anthropocene (including new strategies for knowledge production and energy provision, for dealing with social justice and the flow of materials, for health care en traffic, etc) will not simply follow from a radical 'paradigm shift'. They will rather result from exploration processes that may eventually form a matrix. thus giving birth to new insights and forms of life that we could not have anticipated.

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Poor and working-class whites in both the North and South, no less than African Americans, responded positively to the New Deal, anxious for meaningful economic relief. As a result, the Democratic New Deal coalition evolved into an alliance of urban ethnic groups and the white South that dominated electoral politics from 1932 to the early 1960s. That dominance came to an abrupt end with the creation and implementation of what has come to be known as the Southern Strategy. The success of law and order rhetoric among working-class whites and the intense resentment of racial reforms, particularly in the South, led conservative Republican analysts to believe that a “new majority” could be created by the Republican Party, one that included the traditional Republican base, the white South, and half the Catholic, blue-collar vote of the big cities.51 Some conservative political strategists admitted that appealing to racial fears and antagonisms was central to this strategy, though it had to be done surreptitiously. H.R. Haldeman, one of Nixon’s key advisers, recalls that Nixon himself deliberately pursued a Southern, racial strategy: “He [President Nixon] emphasized that you have to face the fact that the whole problem is really the blacks. The key is to devise a system that recognizes this while not appearing to.”52 Similarly, John Ehrlichman, special counsel to the president, explained the Nixon administration’s campaign strategy of 1968 in this way: “We’ll go after the racists.”53 In Ehrlichman’s view, “that subliminal appeal to the anti-black voter was always present in Nixon’s statements and speeches.”54

One solution, suggested by Pasteur and implemented by Lister, was antisepsis. This strategy was to prevent microorganisms from gaining access to the wound by destroying them. Lister proposed this solution in his work “On the Antiseptic Principle in the Practice of Surgery” of 1867. Patients, Lister noted, usually died after surgery not from their original ailment or the postoperative healing process, but rather from infections contracted as “collateral damage” during the surgery. This was iatrogenesis, or what Lister called “hospitalism.

the disease did give rise to enduring public health strategies. Of these the most influential and effective was the British sanitary movement theorized in the 1830s and progressively implemented in stages until World War

In many organizations where automated functional testing is done at all, a common practice is to have a separate team dedicated to the production and maintenance of the test suite. As described at length in Chapter 4, “Implementing a Testing Strategy,” this is a bad idea. The most problematic outcome is that the developers don’t feel as if they own the acceptance tests. As a result, they tend not to pay attention to the failure of this stage of the deployment pipeline, which leads to it being broken for long periods of time. Acceptance tests written without developer involvement also tend to be tightly coupled to the UI and thus brittle and badly factored, because the testers don’t have any insight into the UI’s underlying design and lack the skills to create abstraction layers or run acceptance tests against a public API.

A strategy—whether in companies or in life—is created through hundreds of everyday decisions about how you spend your time, energy, and money. With every moment of your time, every decision about how you spend your energy and your money, you are making a statement about what really matters to you. You can talk all you want about having a clear purpose and strategy for your life, but ultimately this means nothing if you are not investing the resources you have in a way that is consistent with your strategy. In the end, a strategy is nothing but good intentions unless it’s effectively implemented. How do you make sure that you’re implementing the strategy you truly want to implement? Watch where your resources flow—the resource allocation process. If it is not supporting the strategy you’ve decided upon, you run the risk of a serious problem. You might think you are a charitable person, but how often do you really give your time or money to a cause or an organization that you care about? If your family matters most to you, when you think about all the choices you’ve made with your time in a week, does your family seem to come out on top? Because if the decisions you make about where you invest your blood, sweat, and tears are not consistent with the person you aspire to be, you’ll never become that person.

The major conclusion was that this group of firms was pursuing strategies with a long-term perspective on where they wanted to go, but also with the recognition that whatever they were doing today wasn’t going to drive their future growth. Interestingly, they had identified and implemented ways of combining tremendous internal stability while motivating tremendous external agility, particularly in terms of business models.

In today's digital age, people must become comfortable with online branding and developing and implementing a broad digital and social media strategy.

● Developing your first-ever leadership strategy and don't know where to start? ● Are you stuck with a particular phase of leadership strategy? ● Having a tough time achieving corporational milestones with your robust strategy? If you're facing these questions and confused regarding canvassing a robust leadership strategy, this article can help you solve these queries. Several factors affect the development of a leadership strategy, such as the influence of decision-making processes for leadership/management, the personnel brought on board for strategy development and the resources involved. There are specific "keys" to effective leadership that help in efficient development and deployment of strategies. Professionals who want to develop robust strategies and move up in their leadership career can opt for online strategy courses. These courses aim to build concepts from the grass-root level, such as what defines a strategy leadership and others. What is a Leadership Strategy? Leadership is required for leading organisational growth by optimising the resources and making the company's procedures more efficient. A leadership strategy explicitly enlists the number of leaders required, the tasks they need to perform, the number of employees, team members and other stakeholders required, and the deadlines for achieving each task. Young leaders who have recently joined the work-force can take help of programs offered by reputable institutes for deepening their knowledge about leadership and convocating successful strategies. Various XLRI leadership and management courses aim to equip new leaders with a guided step-by-step pedagogy to canvass robust leadership strategies. What it Takes to Build a Robust Leadership Strategy: Guided Step-By-Step Pedagogy The following steps go into developing an effective and thriving leadership strategy:- ● Step 1 = Identify Key Business Drivers The first step involves meeting with the senior leaders and executives and identifying the business's critical drivers. Determining business carriers is essential for influencing the outcome of strategies. ● Step 2 = Identifying the Different Leadership Phases Required This step revolves around determining the various leadership processes and phases. Choosing the right techniques from hiring and selection, succession planning, training patterns and others is key for putting together a robust strategy. ● Step 3 = Perform Analysis and Research Researching about the company's different leadership strategies and analysing them with the past and present plans is vital for implementing future strategies. ● Step 4 = Reviewing and Updating Leadership Strategic Plan Fourth step includes reviewing and updating the strategic plan in accordance with recent developments and requirements. Furthermore, performing an environmental scan to analyse the practices that can make strategies long-lasting and render a competitive advantage. All it Takes for Building a Robust Leadership Strategy The above-mentioned step by step approach helps in auguring a leadership strategy model that is sustainable and helps businesses maximise their profits. Therefore, upcoming leaders need to understand the core concepts of strategic leadership through online strategy courses. Moreover, receiving sound knowledge about developing strategies from XLRI leadership and management courses can help aspiring leaders in their careers.

Design describes both the process of making things (designing), and the product of this process (a design).

Unknowing, the fate of the old had crept up on him, and now he’d become the one who provided strategy and expected others to implement it—the one they all rightly bitched about in the pub after work. When did this happen to me?

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that the speed of the new economy has caused people and firms to believe they don’t have time to implement tools,

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This is why I can always catch the big fish I want. Of course, in the process of implementing the plan, I will maintain an open strategy, adapt to the situation, and constantly adjust or revise my plan; therefore, even if the plan is not going well, I will not panic, and I can always respond calmly.

First, finding a healthy outlet for uncomfortable feelings—discussing them, having a good cry, listening to sad or angry music, and so on—usually does the job, providing all the relief a teenager needs. Second, making ourselves available to talk with our teenagers about their ups and downs is one of the most enriching aspects of parenting, and it goes a long way toward strengthening our relationships with them. Third, demonstrating our loving interest in what’s weighing on our teens models the attentive compassion that they should come to hold as a standard for all of their close relationships. Fourth, trying to implement any of the strategies offered in this chapter almost certainly won’t work unless we have already given emotional expression a chance to work its magic.

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On the one hand, many people show great enthusiasm for strategy development, but on the other hand, a large proportion of them have used up this enthusiasm by the time of implementation at the latest.

Every entrepreneur is free to decide how to structure their company, how to embed and lead the people in it, and how to organise the implementation of tasks. Smart entrepreneurs will try to understand the different options, methods and approaches available before implementing, modifying or rejecting them.

Understanding Financial Risks and Companies Mitigate them? Financial risks are the possible threats, losses and debts corporations face during setting up policies and seeking new business opportunities. Financial risks lead to negative implications for the corporations that can lead to loss of financial assets, liabilities and capital. Mitigation of risks and their avoidance in the early stages of product deployment, strategy-planning and other vital phases is top-priority for financial advisors and managers. Here's how to mitigate risks in financial corporates:- ● Keeping track of Business Operations Evaluating existing business operations in the corporations will provide a holistic view of the movement of cash-flows, utilisation of financial assets, and avoiding debts and losses. ● Stocking up Emergency Funds Just as families maintain an emergency fund for dealing with uncertainties, the same goes for large corporates. Coping with uncertainty such as the ongoing pandemic is a valuable lesson that has taught businesses to maintain emergency funds to avoid economic lapses. ● Taking Data-Backed Decisions Senior financial advisors and managers must take well-reformed decisions backed by data insights. Data-based technologies such as data analytics, science, and others provide resourceful insights about various economic activities and help single out the anomalies and avoid risks. Enrolling for a course in finance through a reputed university can help young aspiring financial risk advisors understand different ways of mitigating risks and threats. The IIM risk management course provides meaningful insights into the other risks involved in corporations. What are the Financial Risks Involved in Corporations? Amongst the several roles and responsibilities undertaken by the financial management sector, identifying and analysing the volatile financial risks. Financial risk management is the pinnacle of the financial world and incorporates the following risks:- ● Market Risk Market risk refers to the threats that emerge due to corporational work-flows, operational setup and work-systems. Various financial risks include- an economic recession, interest rate fluctuations, natural calamities and others. Market risks are also known as "systematic risk" and need to be dealt with appropriately. When there are significant changes in market rates, these risks emerge and lead to economic losses. ● Credit Risk Credit risk is amongst the common threats that organisations face in the current financial scenarios. This risk emerges when a corporation provides credit to its borrower, and there are lapses while receiving owned principal and interest. Credit risk arises when a borrower falters to make the payment owed to them. ● Liquidity Risk Liquidity risk crops up when investors, business ventures and large organisations cannot meet their debt compulsions in the short run. Liquidity risk emerges when a particular financial asset, security or economic proposition can't be traded in the market. ● Operational Risk Operational risk arises due to financial losses resulting from employee's mistakes, failures in implementing policies, reforms and other procedures. Key Takeaway The various financial risks discussed above help professionals learn the different risks, threats and losses. Enrolling for a course in finance assists learners understand the different risks. Moreover, pursuing the IIM risk management course can expose professionals to the scope of international financial management in India and other key concepts.

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organizational health is relatively hard to measure, and even harder to achieve. It feels soft to executives who prefer more quantitative and reliable methods of steering their companies. It also entails a longer lead time to implementation than does a technical or marketing strategy, which yields more immediate results and gratification.

We need to adopt the mindset to view people and culture as assets and investments rather than expenses.

Culture is what a group of people believes to be acceptable and unacceptable behavior.

The more things change, the more they remain the same.

After all, business model innovation is about finding new combinations from existing business model elements, enhanced elements, and completely new elements.

Overnight success does not exist.

Successfully shifting business models is tough and requires guts and perseverance.

Innovating is hard work and the journey to success is a long and rocky road

After all, shifting business models is about customers

Whatever you’re producing, at the end of the day, your customers only care about getting a job done

Companies die because they’ve become fixated on fighting for their current business model rather than shifting to a more relevant one

To succeed, you must adopt a mindset that is open to exploration and continually searches for (unmet) customer needs and contextual changes in the business, technology, regulatory, and competitive landscape

Shifts start as small moves inside an existing business model that evolve into entirely new ways of creating value and relevance

Create new ways to reach your customers

Customers first, always

Whether the grand challenge you plan to address is global in nature or affects only your industry, what’s clear is this: if you don’t address it, someone else will

The journey towards a successful business model shift is often littered with uncertainty and failures

A clear vision must be developed in order to inspire, motivate, and activate people to move the business forward together

Innovation requires the right talent and mindset from both leadership and innovators themselves

Enable your organization to delight customers in the long term