Strategic Planning Quotes

People in any organization are always attached to the obsolete - the things that should have worked but did not, the things that once were productive and no longer are.

Nagumo was suddenly on his own. At this crucial time, the cost of his failure to learn the complicated factors that played into carrier operations suddenly exploded. Now, when every minute counted, it was too late to learn the complexities involved in loading different munitions on different types of planes on the hangar deck, too late to learn how the planes were organized and spotted on the flight decks, too late to learn the flight capabilities of his different types of planes, and far too late to know how to integrate all those factors into a fast-moving and efficient operation with the planes and ordnance available at that moment. Commander Genda, his brilliant operations officer, couldn’t make the decisions for him now. It was all up to Nagumo. At 0730 on June 4, 1942, years of shipbuilding, training, and strategic planning had all come to this moment. Teams of highly trained pilots, flight deck personnel, mechanics, and hundreds of other sailors were ready and awaiting his command. The entire course of the battle, of the Combined Fleet, and even perhaps of Japan were going to bear the results of his decisions, then and there.

A dog, a dog is part of your big strategic plan. What am I going to do with a freaking dog. This is all too crazy. I need another drink" responds Chris.

We pray because our own solutions don’t work and because prayer deploys, activates, and fortifies us against the attacks of the enemy. We pray because we’re serious about taking back the ground he has sought to take from us.

If you want to succeed and leave your competitors behind, you need great plans and even greater strategies.

Remember in the world of business, you keep your friends close but your enemies even closer.

No battle plan ever survives contact with the enemy.

Not planning enough is like preparing for failure even if you are extremely passionate about your idea.

Everyone starts a business with passion, but not everyone starts it with enough planning.

Prayer is the portal that brings the power of heaven down to earth. It is kryptonite to the enemy and to all his ploys against you.

A strategy is not permanent. It’s like water, it will keep changing itself as the obstacles come.

When it comes to opportunities, timing is very important.

We have negative mental habits that come up over and over again. One of the most significant negative habits we should be aware of is that of constantly allowing our mind to run off into the future. Perhaps we got this from our parents. Carried away by our worries, we're unable to live fully and happily in the present. Deep down, we believe we can't really be happy just yet—that we still have a few more boxes to be checked off before we can really enjoy life. We speculate, dream, strategize, and plan for these "conditions of happiness" we want to have in the future; and we continually chase after that future, even while we sleep. We may have fears about the future because we don't know how it's going to turn out, and these worries and anxieties keep us from enjoying being here now.

Strategic planning is worthless -- unless there is first a strategic vision.

Ultimately, under the veneer of data-driven assumptions, strategic planning can be arbitrary in our deeply uncertain world.

Strategy is not really a solo sport – even if you’re the CEO.

God’s real desire, in addition to displaying His glory, is to claim your heart and the hearts of those you love.

7 keys to getting more things done: 1 start 2 dont make excuses 3 celebrate small steps 4 ignore critics 5 be consistent 6 be open 7 stay positive

Mindfulness helps us to focus on one goal at a time. It helps us to be more relaxed, patience and compassionate towards the goal.

In every company which I have done strategic planning, the number-one value people choose is always integrity. The second values may be quality of products and services, caring about people, excellent customer service, profitability , innovation, entrepreneurship, and others. But integrity always comes first.

The problem with most strategic planning processes is they are not designed to create strategy. They are designed to create consistency and predictability.

Watching my father plan and strategize for the resistance has taught me about trust.” She leaned forward. “Personal trust is very different from political trust, my lady. The first thrives on faith. The second requires proof, whether it be upfront or covert.” Awkwardly, she patted my hand. “His Majesty has always been a powerful man. Perhaps he has never had to distinguish between the two.

He saw dozens of permutations in how things could play out, planned for every eventuality, strategized for each and every possible future.

Nothing—nothing!—is too far gone that your God cannot resurrect it.

At the end of the day, the enemy is going to be sorry he ever messed with you. You’re about to become his worst nightmare a million times over. He thought he could wear you down, sure that after a while you’d give up without much of a fight. Well, just wait till he encounters the fight of God’s Spirit in you. Because . . . This. Means. War.

If I were your enemy, I’d magnify your fears, making them appear insurmountable, intimidating you with enough worries until avoiding them becomes your driving motivation. I would use anxiety to cripple you, to paralyze you, leaving you indecisive, clinging to safety and sameness, always on the defensive because of what might happen. When you hear the word faith, all I’d want you to hear is “unnecessary risk.

But I say his reign of terror stops here. Stops now. He might keep coming, but he won’t have victory anymore. Because it all starts failing when we start praying.

I have no greater joy than this, to hear of my children walking in the truth. (3 John 4)

Learn to master your thoughts and watch closely what you deposit into your spirit. Speak over your life. Living in peace has transformative power.

Always think at least two steps ahead [in everything, with everyone].

Following the rules of your industry will only get you so far.

Because this is war. The fight of your life. A very real enemy has been strategizing and scheming against you, assaulting you, coming after your emotions, your mind, your man, your child, your future. In fact, he’s doing it right this second. Right where you’re sitting. Right where you are.

Peace is the deep, inner, eternal stability the believer possesses by virtue of relationship with Jesus, a sense of balance that’s not subject to external circumstance. It’s also the quality that enables us to live harmoniously with others.

Passion is the fuel in the engine of your purpose. It’s your “want-to.” It’s what keeps you going when mundane tasks bore you or difficult ones dissuade you. Passion is what keeps you moving in the direction your best intentions want you to go.

If I were your enemy, I’d disguise myself and manipulate your perspectives so that you’d focus on the wrong culprit—your husband, your friend, your hurt, your finances, anything or anyone except me. Because when you zero in on the most convenient, obvious places to strike back against your problems, you get the impression you’re fighting for something. Even though all you’re really doing is just . . . fighting. For nothing.

Most of the things that stop us aren’t things that we can’t do, but things we refuse to learn.

In prayer you gain your strength—the power to gird yourself with armor that extinguishes every weapon your enemy wields.

Call upon Me and come and pray to Me, and I will listen to you. You will seek Me and find Me when you search for Me with all your heart. (Jer. 29:12–13)

Every disadvantage has its advantage.

The optimist is a pessimist with a plan

If every day at work feels like a Friday, then you are doing what you were meant to do.

Thriving through change requires clear strategy. But ironically, it also requires the willingness to toss all of your existing plans out the window if the business is presented with new data or new circumstances that delegitimize the clear strategy.

Corporations are in love with the idea of the strategic plan. They need to pay to figure out where they are going. Yet there is no evidence that strategic planning works—we even seem to have evidence against it. A management scholar, William Starbuck, has published a few papers debunking the effectiveness of planning—it makes the corporation option-blind, as it gets locked into a non-opportunistic course of action.

Adventure is about what we do; not what we plan, strategize or dream about. Adventure begins with “what ifs” and “why nots.” “What if I were to step out to chase that dream? Why not take the first steps and see what happens? When we step through the doorway of adventure our life is suddenly worth the living. And we experience life as it was meant to be.

With a clever strategy, each action is self-reinforcing. Each action creates more options that are mutually beneficial. Each victory is not just for today but for tomorrow.

The barrier to our future is often the very plans that we’ve created to get there.

Marriage stands for the creation of unity among two people who were once separated in every way before love reached out and found the other—the way God reached out and found us, and covenanted with us, and loved us, and despite who we are, despite what we’re like, still loves us. This image, more than almost anything, is exactly what the enemy wants to denigrate.

God’s plan for you is to move you into a position of impact by infusing you with truth and employing you in prayer. You don’t need to be a genius to do it. You don’t need to learn ten-dollar words and be able to spout them with theological ease. You just need to bring your honest, transparent, available—and, let’s just say it—your fed-up, over-it, stepped-on-your-last-nerve self, and be ready to become fervently relentless. All in His name.

When changes are being implemented in a company, it's usually the case that the extent to which people are invested in the current status quo is the extent to which they will resist the proposed changes. So the key is to get everyone divested from the old status quo and invested in a new status quo.

You can learn a lot about business by watching sports. Some of the strategies you see being executed in a sports game can actually be translated into business terms and executed to achieve business success.

At Intel, we put ourselves through an annual strategic long-range planning effort in which we examine our future five years off. But what is really being influenced here? It is the next year—and only the next year.

And a variety of more colorful names. Hypothetically.” The privateer cast him an assessing glance. “Just how did you know I wasn’t who I claimed to be, Mister Brekker?” Kaz shrugged. “You speak Kerch like a native—a rich native. You don’t talk like someone who came up with sailors and street thugs.” The privateer turned slightly, giving Kaz his full attention. His ease was gone, and now he looked like a man who might command armies. “Mister Brekker,” he said. “Kaz, if I may? I am in a vulnerable position. I am a king ruling a country with an empty treasury, facing enemies on all sides. There are also forces within my country that might seize any absence as an opportunity to make their own bid for power.” “So you’re saying you’d make an excellent hostage.” “I suspect that the ransom for me would be considerably less than the price Kuwei has on his head. Really, it’s a bit of a blow to my self-esteem.” “You don’t seem to be suffering,” said Kaz. “Sturmhond was a creation of my youth, and his reputation still serves me well. I cannot bid on Kuwei Yul-Bo as the king of Ravka. I hope your plan will play out the way you think it will. But if it doesn’t, the loss of such a prize would be seen as a humiliating blunder diplomatically and strategically. I enter that auction as Sturmhond or as no one at all. If that is a problem—” Kaz settled his hands on his cane. “As long as you don’t try to con me, you can enter as the Fairy Queen of Istamere.

A prayer that’s seeking passion should not be about manufacturing a better feeling or jostling up a better mood. It’s simply about holding out your open hands—in thanksgiving first, in gratitude for God’s faithfulness and His goodness and His assured, accomplished victory over the enemy. Then asking. Asking for what He already wants to give you. Then waiting (expecting) to receive the promise of newness and freshness from His Spirit as you go along, more each day—praying until, as the prophet Hosea said . . . He will come to us like the rain, like the spring rain watering the earth. (Hos. 6:3)

But this ain’t no physical battle we’re dealing with, no matter how much you may wish it to be, no matter how much better you’d feel if life was all five-senses and manageable. We are at spiritual war. So we need spiritual weapons.

A great strategy meeting is a meeting of minds.

. . being content with what you have; for He Himself has said, “I will never desert you, nor will I ever forsake you.” (Heb. 13:5)

Grey Hair Doesn't Guarantee Grey Matter.

If you don't take care of your money your money won't take care of you.

When the business environment is competitive, it's often strategy and execution that makes the difference between winners and losers.

If I were your enemy, I’d use every opportunity to bring old wounds to mind, as well as the people, events, and circumstances that caused them. I’d try to ensure that your heart was hardened with anger and bitterness. Shackled through unforgiveness.

Christians are God's delivery people, through whom he does his giving to a needy world. We are conduits of God's grace to others. Our eternal investment portfolio should be full of the most strategic kingdom-building projects to which we can disburse God's funds.

Our problem is one of spirituality. If a man comes to speak to me about the reforms to be undertaken in the Muslim world, about political strategies and of great geo-strategic plans, my first question to him would be whether he performed the dawn prayer in its time.

Prayer is how we isolate the real problems. And prayer is how we get up behind those problems and attack them at the roots. It’s how we isolate the real enemy. It’s how we keep him on his heels and off our man.

Luck isn’t about fate, or worth, or karma, or tiny green Irish men. Luck is about foresight paired with strategic action. Luck is about planning. Luck is about deliberately putting yourself in the right spot at the right time.

Companies should not gamble with leverage. Companies shouldn't gamble on borrowed money. If a company is going to borrow and leverage other peoples money, it should be going toward something profitable, stable and safe. Executives can't predict the future with any certainty, but they can do their research and due diligence. And they can be methodical and strategic as opposed to reckless.

Even viewed conservatively, trees are worth far more than they cost to plant and maintain. The U.S. Forest Service's Center for Urban Forest Research found a ten-degree difference between the cool of a shaded park in Tucson and the open Sonoran desert. A tree planted in the right place, the center estimates, reduces the demand for air conditioning and can save 100 kilowatt hours in annual electrical use, about 2 to 8 percent of total use. Strategically planted trees can also shelter homes from wind, and in cold weather they can reduce heating fuel costs by 10 to 12 percent. A million strategically planted trees, the center figures, can save $10 million in energy costs. And trees increase property values, as much as 1 percent for each mature tree. These savings are offset somewhat by the cost of planting and maintaining trees, but on balance, if we had to pay for the services that trees provide, we couldn't afford them. Because trees offer their services in silence, and for free, we take them for granted.

Almost as an article of faith, some individuals believe that conspiracies are either kooky fantasies or unimportant aberrations. To be sure, wacko conspiracy theories do exist. There are people who believe that the United States has been invaded by a secret United Nations army equipped with black helicopters, or that the country is secretly controlled by Jews or gays or feminists or black nationalists or communists or extraterrestrial aliens. But it does not logically follow that all conspiracies are imaginary. Conspiracy is a legitimate concept in law: the collusion of two or more people pursuing illegal means to effect some illegal or immoral end. People go to jail for committing conspiratorial acts. Conspiracies are a matter of public record, and some are of real political significance. The Watergate break-in was a conspiracy, as was the Watergate cover-up, which led to Nixon’s downfall. Iran-contra was a conspiracy of immense scope, much of it still uncovered. The savings and loan scandal was described by the Justice Department as “a thousand conspiracies of fraud, theft, and bribery,” the greatest financial crime in history. Often the term “conspiracy” is applied dismissively whenever one suggests that people who occupy positions of political and economic power are consciously dedicated to advancing their elite interests. Even when they openly profess their designs, there are those who deny that intent is involved. In 1994, the officers of the Federal Reserve announced they would pursue monetary policies designed to maintain a high level of unemployment in order to safeguard against “overheating” the economy. Like any creditor class, they preferred a deflationary course. When an acquaintance of mine mentioned this to friends, he was greeted skeptically, “Do you think the Fed bankers are deliberately trying to keep people unemployed?” In fact, not only did he think it, it was announced on the financial pages of the press. Still, his friends assumed he was imagining a conspiracy because he ascribed self-interested collusion to powerful people. At a World Affairs Council meeting in San Francisco, I remarked to a participant that U.S. leaders were pushing hard for the reinstatement of capitalism in the former communist countries. He said, “Do you really think they carry it to that level of conscious intent?” I pointed out it was not a conjecture on my part. They have repeatedly announced their commitment to seeing that “free-market reforms” are introduced in Eastern Europe. Their economic aid is channeled almost exclusively into the private sector. The same policy holds for the monies intended for other countries. Thus, as of the end of 1995, “more than $4.5 million U.S. aid to Haiti has been put on hold because the Aristide government has failed to make progress on a program to privatize state-owned companies” (New York Times 11/25/95). Those who suffer from conspiracy phobia are fond of saying: “Do you actually think there’s a group of people sitting around in a room plotting things?” For some reason that image is assumed to be so patently absurd as to invite only disclaimers. But where else would people of power get together – on park benches or carousels? Indeed, they meet in rooms: corporate boardrooms, Pentagon command rooms, at the Bohemian Grove, in the choice dining rooms at the best restaurants, resorts, hotels, and estates, in the many conference rooms at the White House, the NSA, the CIA, or wherever. And, yes, they consciously plot – though they call it “planning” and “strategizing” – and they do so in great secrecy, often resisting all efforts at public disclosure. No one confabulates and plans more than political and corporate elites and their hired specialists. To make the world safe for those who own it, politically active elements of the owning class have created a national security state that expends billions of dollars and enlists the efforts of vast numbers of people.

If you don't have the right support form the right people you are always going to be the best choice and not the preferred choice.

Develop your leaders into a competitive advantage. Reconnect your leader-power to success.

If you’re a manager, remember that one third to one half of your workforce is probably introverted, whether they appear that way or not. Think twice about how you design your organization’s office space. Don’t expect introverts to get jazzed up about open office plans or, for that matter, lunchtime birthday parties or team-building retreats. Make the most of introverts’ strengths—these are the people who can help you think deeply, strategize, solve complex problems, and spot canaries in your coal mine. Also, remember the dangers of the New Groupthink. If it’s creativity you’re after, ask your employees to solve problems alone before sharing their ideas. If you want the wisdom of the crowd, gather it electronically, or in writing, and make sure people can’t see each other’s ideas until everyone’s had a chance to contribute. Face-to-face contact is important because it builds trust, but group dynamics contain unavoidable impediments to creative thinking. Arrange for people to interact one-on-one and in small, casual groups. Don’t mistake assertiveness or eloquence for good ideas. If you have a proactive work force (and I hope you do), remember that they may perform better under an introverted leader than under an extroverted or charismatic one.

Condemnation always leads to guilt-laden discouragement, while conviction—though often painful in pointing out our wrongdoing—still somehow encourages and lifts us, giving us hope to rebuild on.

Now if you want a book about prayer, this one’s probably not for you. You can find some wonderful books on prayer by some scholarly writers, books that are well worth the time spent reading them. In fact, I highly suggest you do. Can’t really learn too much about prayer, can you? But here, in these pages, we aren’t going to merely talk about prayer or think about praying. No. Get ready.

Positive social change results mostly from connecting more deeply to the people around you than rising above them, from coordinated rather than solo action. Among the virtues that matter are those traditionally considered feminine rather than masculine, more nerd than jock: listening, respect, patience, negotiation, strategic planning, storytelling. But we like our lone and exceptional heroes, the drama of violence and virtue of muscle, or at least that's what we get, over and over, and from it we don't get much of a picture of how change actually happens and what our role in it might be, or how ordinary people matter. "Unhappy the land that needs heros" is a line of Bertolt Brecht's I've gone to dozens of times, but now I'm more inclined to think, pity the land that thinks it needs a hero, or doesn't know it has lots and what they look like.

Heavenly Father, I come to You in Jesus’ name, asking that You draw me into a closer, more personal relationship with You. Cleanse me of my sins and prepare my heart to pray in a way that pleases You. Help me know You and love You more this week. Use all the circumstances of my life to make me more like Jesus, and teach me how to pray more strategically and effectively in Your name, according to Your will and Your Word. Use my faith, my obedience, and my prayers this week for the benefit of others, for my good, and for Your glory. Amen.

KEYS TO WARFARE The world is full of people looking for a secret formula for success and power. They do not want to think on their own; they just want a recipe to follow. They are attracted to the idea of strategy for that very reason. In their minds strategy is a series of steps to be followed toward a goal. They want these steps spelled out for them by an expert or a guru. Believing in the power of imitation, they want to know exactly what some great person has done before. Their maneuvers in life are as mechanical as their thinking. To separate yourself from such a crowd, you need to get rid of a common misconception: the essence of strategy is not to carry out a brilliant plan that proceeds in steps; it is to put yourself in situations where you have more options than the enemy does. Instead of grasping at Option A as the single right answer, true strategy is positioning yourself to be able to do A, B, or C depending on the circumstances. That is strategic depth of thinking, as opposed to formulaic thinking.

Will this job allow me to spend time on in-character activities like, for example, reading, strategizing, writing, and researching? Will I have a private workspace or be subject to the constant demands of an open office plan? If the job doesn’t give me enough restorative niches, will I have enough free time on evenings and weekends to grant them to myself?

Generally speaking, the main principles are as follows: (1) the use of initiative, flexibility and planning in conducting offensives within the defensive, battles of quick decision within protracted war, and exterior-line operations within interior-line operations; (2) co-ordination with regular warfare; (3) establishment of base areas; (4) the strategic defensive and the strategic offensive; (5) the development of guerrilla warfare into mobile warfare; and (6) correct relationship of command.

Strategy 1—Against Your Passion He seeks to dim your whole desire for prayer, dull your interest in spiritual things, and downplay the potency of your most strategic weapons (Eph. 6:10–20). Strategy 2—Against Your Focus He disguises himself and manipulates your perspective so you end up focusing on the wrong culprit, directing your weapons at the wrong enemy (2 Cor. 11:14). Strategy 3—Against Your Identity

The one with the plan is the one with the power. It doesn’t matter in what kind of activity you’re involved. Employees want to follow the business leader with a good business plan. Volunteers want to join the pastor with a good ministry plan. Children want to be with the adult who has the well-thought-out vacation plan. If you practice strategic thinking, others will listen to you and they will want to follow you. If

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?

Your book is a springboard and integral strategic part of your overall game plan. Being an author positions you strongly upon your platform. It is the passport which will start you on your journey to becoming the recognized authority in the niche or space that you work in or aspire to work in.

Although routinely criticized, a pessimist attitude enables a person never to be disappointed with the vagrancies of life or frustrated by the outcome of any event. A pessimist prepares for reality by considering every possible contingency. Having reckoned with the worst possible circumstances, and game planned what to do in the event of the most drastic outcome, a pessimist is pleasantly surprised when they achieve a better than expected result.

Yes, we’re all on a journey here. We’re not perfect. We all struggle. We can tell from the fatigue we feel and the stiffness in our spiritual joints that we haven’t always taken good care of ourselves. But prayer wakes us up with mercies from God that are “new every morning” (Lam. 3:23). Prayer is how we start to stretch and feel limber again, feel loose, ready to take on the world. And when we start applying prayer to particular muscle groups—like our confidence in Christ and His victory over our past—our whole body and our whole being start to percolate with fresh energy, with the blood-pumping results of applied faith.

We simply don’t have the luxury of playing nice with prayer. Not if we want things to change. Not if we want to be free—from whatever’s keeping us held down and held back. Not if we want our hearts whole and thriving and deep and grounded . . . different. Not if we want to reach our destinies and experience God’s promises. Not if we want our husbands and children living out what God has called them to do and be and become. Not if we want a fence of God’s protection around us. Not if we want to bear the unmistakable mark of His favor upon us. Not if we want the devil and his plans to go back to the hell where they came from.

He amplifies fear, worry, and anxiety until they’re the loudest voices in your head, causing you to deem the adventure of following God too risky to attempt (Josh. 14:8). Strategy 7—Against Your Purity He tries to tempt you toward certain sins, convincing you that you can tolerate them without risking consequence, knowing they’ll only wedge distance between you and God (Isa. 59:1–2). Strategy 8—Against Your Rest and Contentment He hopes to overload your life and schedule, pressuring you to constantly push beyond your

You have everything within you to do great things in this world. Maybe, you are inspired to sing a song, write a book or poems, create art in various forms. Or you may decide to find a cure for disease, end world hunger, prevent abuse, or take a stand politically. The question is how to begin the process of fulfilling your vision. Start where you are and use the resources you have to build from there. Inspiration is what motivates you to achieve your remarkable ideas. Also it takes time and dedication to excel to the next level.

Though Moltke was working with subordinates who were totally lacking in comprehension for whatever strategic plans he may have entertained and who on occasion abused the independence granted them, those plans were sufficiently flexible to accommodate errors; that is, a large safety margin was left to ensure that mistakes would not develop into catastrophes.

As we practice implementing this incredible power tool He's placed in our hands, He divinely positions us - even a little life like ours - in His grand purpose for the ages. Through the connective tissue of prayer, He cracks open the door that makes us at least a small part of how these massive plans of His are translated into the lives of people we know. Including ours.

Although these actors and their views were part of the strategic landscape, our strategic planning still seldom factored them into the equation. Third, at an operational, even tactical level, the battlefield was now global. An enemy group could plot and plan on one side of the planet and execute on the other side in days, if not hours. In cyberspace, impact could be measured in seconds. If these emerging and converging factors were changing the nature of warfare, then what was the role of intelligence? How would we identify and discern these micro-actors with macro-impact bouncing around a global battlefield, burrowing into the human terrain and employing deception and denial tactics? Intelligence seemed to be getting harder even as it was becoming more important.

It is easy to get bogged down trying to find the optimal plan for change: the fastest way to lose weight, the best program to build muscle, the perfect idea for a side hustle. We are so focused on figuring out the best approach that we never get around to taking action. As Voltaire once wrote, “The best is the enemy of the good.” I refer to this as the difference between being in motion and taking action. The two ideas sound similar, but they’re not the same. When you’re in motion, you’re planning and strategizing and learning. Those are all good things, but they don’t produce a result. Action, on the other hand, is the type of behavior that will deliver an outcome. If I outline twenty ideas for articles I want to write, that’s motion. If I actually sit down and write an article, that’s action.

Humankind’s struggle against a hostile environment causes people throughout the ages to deploy their full armory of logic, training, strategy, imagination, inventiveness, and creativity. We are born with the natural ability to strategize. The most influential tool in humankind’s intellectual tool kit is the ability to regenerate a sense of unruffled alertness, to establish a poised stance that leads to intuitive discoveries generated by the conscious and unconscious mind constantly filtering a plethora of data, selecting critical facts, and producing elegant solutions to seemingly insoluble dilemmas.

The evil still went on, but now it went on in the hard, soulless glare of parking-lot fluorescents, of neon tubing, of hundred-watt bulbs by the billions. Generals planned strategic air strikes beneath the no-nonsense glow of alternating current, and it was all out of control, like a kid’s soapbox racer going downhill with no brakes: I was following my orders. Yes, that was true, patently true. We were all soldiers, simply following what was written on our walking papers. But where were the orders coming from, ultimately? Take me to your leader. But where is his office? I was just following orders. The people elected me. But who elected the people?

Let’s see, you will need a project plan, resource allocation, a timeline, test cycles, a budget, a contingency budget, lots of diagrams, flowcharts, a media release, a strategic vision, a charter, technical specifications, business rules, travel expenses, a development environment, deployment instructions, a user acceptance test, stationary, overtime schedule, a mock-up, prototypes…” “Tell me,” she said, “did the people who built the pyramids have any of those?” “Mostly, they had beer. Come to think of it, if there had been such a thing as a Business Analyst in ancient Egypt, then the hieroglyph for it would have been very graphical, if you know what I mean.

If you’re a manager, remember that one third to one half of your workforce is probably introverted, whether they appear that way or not. Think twice about how you design your organization’s office space. Don’t expect introverts to get jazzed up about open office plans or, for that matter, lunchtime birthday parties or team-building retreats. Make the most of introverts’ strengths—these are the people who can help you think deeply, strategize, solve complex problems, and spot canaries in your coal mine.

This book is just not meant for pretty reading. It’s not for coffee-table curiosity and other such cameo appearances. Think of it instead as industrial-grade survival gear. Duct tape and superglue. Leather straps lashed around it. Old shoelaces maybe. In tight double knots. Whatever it takes to keep it all together. Because this is war. The fight of your life. A very real enemy has been strategizing and scheming against you, assaulting you, coming after your emotions, your mind, your man, your child, your future. In fact, he’s doing it right this second. Right where you’re sitting. Right where you are. But I say his reign of terror stops here. Stops now. He might keep coming, but he won’t have victory anymore. Because it all starts failing when we start praying.

I have talked with many pastors whose real struggle isn’t first with the hardship of ministry, the lack of appreciation and involvement of people, or difficulties with fellow leaders. No, the real struggle they are having, one that is very hard for a pastor to admit, is with God. What is caused to ministry become hard and burdensome is disappointment and anger at God. We have forgotten that pastoral ministry is war and that you will never live successfully in the pastorate if you live with the peacetime mentality. Permit me to explain. The fundamental battle of pastoral ministry is not with the shifting values of the surrounding culture. It is not the struggle with resistant people who don't seem to esteem the Gospel. It is not the fight for the success of ministries of the church. And is not the constant struggle of resources and personnel to accomplish the mission. No, the war of the pastor is a deeply personal war. It is far on the ground of the pastor’s heart. It is a war values, allegiances, and motivations. It's about the subtle desires and foundational dreams. This war is the greatest threat to every pastor. Yet it is a war that we often naïvely ignore or quickly forget in the busyness of local church ministry. When you forget the Gospel, you begin to seek from the situations, locations and relationships of ministry what you already have been given in Christ. You begin to look to ministry for identity, security, hope, well-being, meeting, and purpose. These things are already yours in Christ. In ways of which you are not always aware, your ministry is always shaped by what is in functional control of your heart. The fact of the matter is that many pastors become awe numb or awe confused, or they get awe kidnapped. Many pastors look at glory and don't seek glory anymore. Many pastors are just cranking out because they don't know what else to do. Many pastors preach a boring, uninspiring gospel that makes you wonder why people aren't sleeping their way through it. Many pastors are better at arguing fine points of doctrine than stimulating divine wonder. Many pastors see more stimulated by the next ministry, vision of the next step in strategic planning than by the stunning glory of the grand intervention of grace into sin broken hearts. The glories of being right, successful, in control, esteemed, and secure often become more influential in the way that ministry is done than the awesome realities of the presence, sovereignty, power, and love of God. Mediocrity is not a time, personnel, resource, or location problem. Mediocrity is a heart problem. We have lost our commitment to the highest levels of excellence because we have lost our awe.

Each cooperative in Mondragon has its own workplace structure, though there are similarities and tendencies that most of them share. The firm called Irizar, which manufactures products for trans-portation, from luxury coaches to city buses, exemplifies these tendencies. To encourage innovation and the diffusion of knowledge, there are no bosses or departments in Irizar. Rather, it has a flat organizational structure based on work teams with a high degree of autonomy. (One study remarks that they “set their own targets, establish their own work schedules, [and] organize the work process as they see fit.”) The teams also work with each other, so that knowledge is transmitted efficiently. Participation occurs also in the general assembly, which meets three times a year rather than the single annual meeting common in other Mondragon firms. Its subsidiaries in other countries have at least two general assemblies a year, where they approve the company’s strategic plan, investments, etc. These participatory structures have enabled Irizar to surpass its competitors in profitability and market share.69

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.

Complex operations, in which agencies assume complementary roles and operate in close proximity-often with similar missions but conflicting mandates-accentuate these tensions. The tensions are evident in the processes of analyzing complex environments, planning for complex interventions, and implementing complex operations. Many reports and analyses forecast that these complex operations are precisely those that will demand our attention most in the indefinite future. As essayist Barton and O'Connell note, our intelligence and understanding of the root cause of conflict, multiplicity of motivations and grievances, and disposition of actors is often inadequate. Moreover, the problems that complex operations are intended and implemented to address are convoluted, and often inscrutable. They exhibit many if not all the characteristics of "wicked problems," as enumerated by Rittel and Webber in 1973: they defy definitive formulations; any proposed solution or intervention causes the problem to mutate, so there is no second chance at a solution; every situation is unique; each wicked problem can be considered a symptom of another problem. As a result, policy objectives are often compound and ambiguous. The requirements of stability, for example, in Afghanistan today, may conflict with the requirements for democratic governance. Efforts to establish an equitable social contract may well exacerbate inter-communal tensions that can lead to violence. The rule of law, as we understand it, may displace indigenous conflict management and stabilization systems. The law of unintended consequences may indeed be the only law of the land. The complexity of the challenges we face in the current global environment would suggest the obvious benefit of joint analysis - bringing to bear on any given problem the analytic tools of military, diplomatic and development analysts. Instead, efforts to analyze jointly are most often an afterthought, initiated long after a problem has escalated to a level of urgency that negates much of the utility of deliberate planning.

First, READ this book a chapter a day. We suggest at least five days a week for the next seven weeks, but whatever works for your schedule. Each chapter should only take you around ten minutes to read. Second, READ the Bible each day. Let the Word of God mold you into a person of prayer. We encourage you to read through the Gospel of Luke during these seven weeks and be studying it through the lens of what you can learn from Jesus about prayer. You are also encouraged to look up and study verses in each chapter that you are unfamiliar with that spark your interest. Third, PRAY every day. Prayer should be both scheduled and spontaneous. Choose a place and time when you can pray alone each day, preferably in the morning (Ps. 5:3). Write down specific needs and personal requests you’ll be targeting in prayer over the next few weeks, along with the following prayer: Heavenly Father, I come to You in Jesus’ name, asking that You draw me into a closer, more personal relationship with You. Cleanse me of my sins and prepare my heart to pray in a way that pleases You. Help me know You and love You more this week. Use all the circumstances of my life to make me more like Jesus, and teach me how to pray more strategically and effectively in Your name, according to Your will and Your Word. Use my faith, my obedience, and my prayers this week for the benefit of others, for my good, and for Your glory. Amen. May we each experience the amazing power of God in our generation as a testimony of His goodness for His glory! My Scheduled Prayer Time ___:___ a.m./p.m. My Scheduled Prayer Place ________________________ My Prayer Targets Develop a specific, personalized, ongoing prayer list using one or more of the following questions: What are your top three biggest needs right now? What are the top three things you are most stressed about? What are three issues in your life that would take a miracle of God to resolve? What is something good and honorable that, if God provided it, would greatly benefit you, your family, and others? What is something you believe God may be leading you to do, but you need His clarity and direction on it? What is a need from someone you love that you’d like to start praying about? 1. ______________________________________________ 2. ______________________________________________ 3. ______________________________________________ 4. ______________________________________________ 5. ______________________________________________ 6. ______________________________________________