Strategic Vision Quotes

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

But, the source explained, this fit Putin’s larger strategic vision: “to destroy NATO, destroy the European Union, and seriously harm the United States.

The board, in collaboration with management, crafts a strategic roadmap that defines the specific steps required to achieve the vision. This roadmap translates the company's "why" and "when" into a practical "how," outlining key milestones, resource allocation, and performance metrics.

It cannot be stressed enough that without Ukraine, Russia ceases to be an empire, but with Ukraine suborned and then subordinated, Russia automatically becomes an empire [95].

1. Optimize potential. 2. Facilitate empowerment. 3. Implement visioning. 4. Strategize priorities. 5. Augment core structures.

Pruning is strategic. It is directional and forward-looking. It is intentional toward a vision, desires, and objectives that have been clearly defined and are measurable. If you have that, you know what a rose is, and pruning will help you get one of true beauty.

The change question all leaders should be able to answer Do you have a change vision, are you aligned on your strategic objectives, are you a high performing team and does you team have change leadership skills to lead the change or improvement that your organisation is facing?

The ongoing changes in the distribution of global power and mounting global strife make it all the more imperative that America not retreat into an ignorant garrison-state mentality or wallow in self-righteous cultural hedonism

The world became more aware that America-despite being the hope of many who have the personal drive and ambition to become part of the "American dream"-is beset by serious operational challenges: a massive and growing national debt, widening social inequality, a cornucopian culture that worships materialism, a financial system given to greedy speculation, and a polarized political system

A dream is the frame or portrait or a construction or focus of one's vision by means of perception, based on what he or she knows and settles within via strategic thinking.

even though the truth can’t be denied or erased, it can be systemically obscured, strategically misinterpreted, and hidden from mainstream comprehension

John Frame’s ‘tri-perspectivalism’ helps me understand Willow. The Willow Creek style churches have a ‘kingly’ emphasis on leadership, strategic thinking, and wise administration. The danger there is that the mechanical obscures how organic and spontaneous church life can be. The Reformed churches have a ‘prophetic’ emphasis on preaching, teaching, and doctrine. The danger there is that we can have a naïve and unBiblical view that, if we just expound the Word faithfully, everything else in the church — leader development, community building, stewardship of resources, unified vision — will just happen by themselves. The emerging churches have a ‘priestly’ emphasis on community, liturgy and sacraments, service and justice. The danger there is to view ‘community’ as the magic bullet in the same way Reformed people view preaching.

An Incoherent Strategy When a company’s value curve looks like a bowl of spaghetti—a zigzag with no rhyme or reason, where the offering can be described as “low-high-low-low-high-low-high”—it signals that the company doesn’t have a coherent strategy. Its strategy is likely based on independent substrategies. These may individually make sense and keep the business running and everyone busy, but collectively they do little to distinguish the company from the best competitor or to provide a clear strategic vision. This is often a reflection of an organization with divisional or functional silos.

Where once universities, corporations, movie studios, and the like had been governed by a combination of relatively simple chains of command and informal patronage networks, we now have a world of funding proposals, strategic vision documents, and development team pitches—allowing for the endless elaborations of new and ever more pointless levels of managerial hierarchy, staffed by men and women with elaborate titles, fluent in corporate jargon, but who either have no firsthand experience of what it's like to do the work they are supposed to be managing, or who have done everything in their power to forget it.

If a project correspond to your vision, but you are learning nothing new, look for somebody else to do it for you

The board's vision provides a framework for making strategic decisions.

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.

Keep your strategic vision the same while making appropriate tactical changes as circumstances dictate.

The great challenge today is not hegemony, but turmoil, and coping with the latter requires strategic vision, firmness of purpose, and a clear sense of our values (p. 190).

Three conclusions emerge from Richelieu’s career. First, the indispensable element of a successful foreign policy is a long-term strategic concept based on a careful analysis of all relevant factors. Second, the statesman must distill that vision by analyzing and shaping an array of ambiguous, often conflicting pressures into a coherent and purposeful direction. He (or she) must know where this strategy is leading and why. And, third, he must act at the outer edge of the possible, bridging the gap between his society’s experiences and its aspirations.

The purpose of feedback is to improve conceptual understanding or increase strategic options while developing stamina, resilience, and motivation—expanding the vision of what is possible and how to get there.

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.

Delhi is not just a national capital, it is one of the political ultimates, one of the prime movers. It was born to power, war and glory. It rose to greatness not because holy men saw visions there but because it commanded the strategic routes from the northwest, where the conquerors came from, into the rich flatlands of the Ganges delta. Delhi is a soldiers' town, a politicians' town, journalists', diplomats' town. It is Asia's Washington, though not so picturesque, and lives by ambition, rivalry and opportunism.

where creativity doesn't drive a company's strategic vision, most often the lowest price will be the winning formula. Success, abundance, a rising standard of living-for individuals, companies, communities, nations-will depend on a capacity to create, invent, and innovate.

A common mistake is to consider planning as only a mental process, an idea in our head that simply looks at the past and adjusts for the future. If your plan is not in writing, you do not have a plan at all. Instead, you have only a dream, a vision, or perhaps even a nightmare.

This process of breaking the old habits and making new ones requires strategic planning. Your vision is your why, while your strategic plan is your how. Even though the details are essential and knowing your numbers are important, it is the burning desire in your heart that will get you to the outcome you expect.

If you’re going to succeed, you need a vision, one that’s affordable, practical, and fills a customer need. Then, go for it. Don’t worry too much about the details. Don’t second-guess your creativity. Avoid overanalyzing the new project’s potential. Most importantly, don’t strategize about the long term too much.

decree and declare that the eyes of my spirit function with 20/20 vision for correct understanding and interpretation of divine movements. My ears are in tune with the correct frequency of the Spirit, and I have clear transmission (2 Kings 6:17; Job 42:5; Ps. 119:18; Isa. 29:18; Jer. 1:11–16; 2 Cor. 4:4; 7:2; Eph. 4:18; Rev. 4:1). I

An aggressive mind-set should be the default setting of any leader. Default: Aggressive. This means that the best leaders, the best teams, don’t wait to act. Instead, understanding the strategic vision (or commander’s intent), they aggressively execute to overcome obstacles, capitalize on immediate opportunities, accomplish the mission, and win.

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.

Picturing your own personal future helps you see what steps to take - or not - to get there.

More can be accomplished in a half hour of prayer, worship, and listening to the voice of the Holy Spirit than in a month of strategizing on our own.

Don’t live life anyhow, else you get anywhere. Plan your life somehow and you can get somewhere. A slow plan is better than no plan.

Strength can be defeated with strategy.

Only 5 percent of entrepreneurship is the big idea, the business model, the whiteboard strategizing, and the splitting up of the spoils. The other 95 percent is the gritty work that is measured by innovation accounting: product prioritization decisions, deciding which customers to target or listen to, and having the courage to subject a grand vision to constant testing and feedback.

[R]esitance is by nature reactive; it is not forward-looking. And anti-Trumpism is not a politics. My worry is that liberals will get so caught up in countering his every move, essentially playing his game, that they will fail to seize -- or even recognize -- the opportunity he has given them. Now that he has destroyed conventional Republicanism and what was left of principled conservatism, the playing field is empty. For the first time in living memory, we liberals have no ideological adversary worthy of the name. So it is crucial that we look beyond Trump. The only adversary left is ourselves. And we have mastered the art of self-sabotage. At a time when we liberals need to speak in a way that convinces people from very different walks of life, in every part of the country, that they share a common destiny and need to stand together, our rhetoric encourages self-righteous narcissism. At a moment when political consciousness and strategizing need to be developed, we are expending our energies on symbolic drama over identity. At a time when it is crucial to direct our efforts into seizing institutional power by winning elections, we dissipate them in expressive movements indifferent to the effects they may have on the voting public. In an age when we need to educate young people to think of themselves as citizens with duties toward each other, we encourage them instead to descend into the rabbit hole of the self. The frustrating truth is that we have no political vision to offer the nation, and we are thinking and speaking and acting in ways guaranteed to prevent one from emerging.

For Albuquerque, everything was at stake. All the principal figures of the Indian administration were besieged in the Mandovi in the rain, with the shots of the enemy crashing in; the men and their captains cursed him for the lack of food, for his obstinacy, his obsessiveness, his vanity. All he had was his belief in a certain strategic vision, encouraging words, and the severities of discipline. It was perhaps his supreme moment of crisis.

How to Survive Racism in an Organization that Claims to be Antiracist: 10. Ask why they want you. Get as much clarity as possible on what the organization has read about you, what they understand about you, what they assume are your gifts and strengths. What does the organization hope you will bring to the table? Do those answers align with your reasons for wanting to be at the table? 9. Define your terms. You and the organization may have different definitions of words like "justice", "diveristy", or "antiracism". Ask for definitions, examples, or success stories to give you a better idea of how the organization understands and embodies these words. Also ask about who is in charge and who is held accountable for these efforts. Then ask yourself if you can work within the structure. 8. Hold the organization to the highest vision they committed to for as long as you can. Be ready to move if the leaders aren't prepared to pursue their own stated vision. 7. Find your people. If you are going to push back against the system or push leadership forward, it's wise not to do so alone. Build or join an antiracist cohort within the organization. 6. Have mentors and counselors on standby. Don't just choose a really good friend or a parent when seeking advice. It's important to have on or two mentors who can give advice based on their personal knowledge of the organization and its leaders. You want someone who can help you navigate the particular politics of your organization. 5. Practice self-care. Remember that you are a whole person, not a mule to carry the racial sins of the organization. Fall in love, take your children to the park, don't miss doctors' visits, read for pleasure, dance with abandon, have lots of good sex, be gentle with yourself. 4. Find donors who will contribute to the cause. Who's willing to keep the class funded, the diversity positions going, the social justice center operating? It's important for the organization to know the members of your cohort aren't the only ones who care. Demonstrate that there are stakeholders, congregations members, and donors who want to see real change. 3. Know your rights. There are some racist things that are just mean, but others are against the law. Know the difference, and keep records of it all. 2. Speak. Of course, context matters. You must be strategic about when, how, to whom, and about which situations you decide to call out. But speak. Find your voice and use it. 1. Remember: You are a creative being who is capable of making change. But it is not your responsibility to transform an entire organization.

The strategic location of the intelligentsia, whether in the mass media or in educational institutions, enables them to filter what information gets through to the general public, protecting the welfare state vision and with it a flattering vision of themselves.

In reality, Kabila was no more than a petty tyrant propelled to prominence by accident. Secretive and paranoid, he had no political programme, no strategic vision and no experience of running a government. He refused to engage with established opposition groups or with civic organisations and banned political parties. Lacking a political organisation of his own, he surrounded himself with friends and family members and relied heavily for support and protection on Rwanda and Banyamulenge. Two key ministries were awarded to cousins; the new chief of staff of the army, James Kabarebe, was a Rwandan Tutsi who had grown up in Uganda; the deputy chief of staff and commander of land forces was his 26-year-old son, Joseph; the national police chief was a brother-in-law. Whereas Mobutu had packed his administration with supporters from his home province of Équateur, Kabila handed out key positions in government, the armed forces, security services and public companies to fellow Swahili-speaking Katangese, notably members of the Lubakat group of northern Katanga, his father’s tribe.

What’s the mission? Planning begins with mission analysis. Leaders must identify clear directives for the team. Once they themselves understand the mission, they can impart this knowledge to their key leaders and frontline troops tasked with executing the mission. A broad and ambiguous mission results in lack of focus, ineffective execution, and mission creep. To prevent this, the mission must be carefully refined and simplified so that it is explicitly clear and specifically focused to achieve the greater strategic vision for which that mission is a part.

In movement work, I have been facilitating groups to shift from a culture of strategic planning to one of strategic intentions—what are our intentions, informed by our vision? What do we need to be and do to bring our vision to pass? How do we bring those intentions to life throughout every change, in every aspect of our work?

This is the game you must play: Do whatever you can to preserve unity of command. Keep the strings to be pulled in your hands; the over-arching strategic vision must come from you and you alone. At the same time, hide your tracks. Work behind the scenes; make the group feel involved in your decisions. Seek their advice, incorporating their good ideas, politely deflecting their bad ones. If necessary, make minor, cosmetic strategy changes to assuage the insecure political animals in the group, but ultimately trust your own vision. Remember the dangers of group decision making. The first rule of effective leadership is never to relinquish your unity of command.

Professionalism is the grease that lubricates an organization’s functional gears. Of course, professionalism alone is inadequate to ensure business success. It must be accompanied by the leadership’s compelling vision for the business and the execution of a well thought-out strategic plan. Assuming these exist, the organization’s people will make the difference in the end.

Strategic direction encompasses mission, vision, and strategy. Mission is about what will be achieved, vision is about why people should feel motivated to perform at a high level, and strategy is about how resources should be allocated and decisions made to accomplish the mission. If you keep in mind the what, the why, and the how, you won’t get lost in debates about what a mission is, what a vision is, and what a strategy is.

The truth is a powerful force. It is the foundation of all things. The truth is so all-consuming that it cannot be denied. You cannot erase the truth. You cannot tarnish the truth. You cannot whitewash the truth. It is bigger than the sum of us all, and whole, even in its parts. And yet, though the truth can't be denied or erased, it can be systematically obscured, strategically misinterpreted, and hidden from mainstream comprehension.

Waste persons are those no longer useful as resources to a society for whatever reason, and have become apatrides, or noncitizens. Waste persons must be placed out of view-in ghettos, slums, reservations, camps, retirement villages, mass graves, remote territories, strategic hamlets-all places of desolation, and uninhabitable. We live in a century whose Master Players have created many millions of such "superfluous persons" (Rubenstein).

The decision to create a book trailer is entirely up to you. I can remember when "video killed the radio star" on MTV and how excited I was with some music videos (the ones that lived up to or exceeded my imagined vision of the song) and the ones I disliked so much, I even stopped listening to the song (the imagery just ruined it for me!) Some people argue that in a visual landscape, a book trailer is a must, while others stand firm that books should be read and not seen; unless of course it gets made into a screenplay and then a film. The most practical advice is to trust your instinct. You know what you want to say with your book and if it aligns congruently with your brand, then for a non-fiction book it may be a strategic move. On the other hand, it may come off as too "salesy" and go in the opposite direction. As you can see, I still have a love / hate relationship with matching someone else's images to my own imagination. No matter what you decide, remember to keep it aligned with your brand.

Most frequently, groups are formed and assigned the task of setting goals for a specific part of the strategic plan. One group might be working on the mission statement, another on curriculum, another on instruction, another on technology, another on facilities, and so forth. Groups work simultaneously with little communication between them before they present their recommendations to the total group. How can they do this??? Won’t the mission be a strong influence on curriculum, won’t a new vision have a strong influence on facilities, etc.?

[I]f Modi is toast, it will in one sense be a tremendous pity. In his way, he represents a third generation in cricket's governance. For a hundred years and more, cricket was run by administrators, who essentially maintained the game without going out of their way to develop it. More recently it has been run by managers, with just an ounce or two of strategic thought. Modi was neither; he was instead a genuine entrepreneur. He has as much feeling for cricket as Madonna has for madrigals, but perhaps, because he came from outside cricket's traditional bureaucratic circles, he brought a vision and a common touch unexampled since Kerry Packer.

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.

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.

CONCLUDING ADVICE A core piece of wisdom I want to impart to teenagers and young adults is this: In life, school, or work, you must resourcefully act with purpose, curiosity, and wisdom toward positive outcomes, if not a vision. Passionately develop a positive and pragmatic psychology; a fine skill set; strategic thinking; and execution effectiveness. Continuously practice, strengthen, and expand this repertoire in you. Doing so will help you go a long way. You will become even more successful, more effective in powering through obstacles, fear, and failures, and more fulfilled in life, school, or work. Managing failures and mistakes made—including bouncing back from

The statements I work hard, but I don’t always feel I’m really making a difference. We have ambition, but in practice not much is happening. There are many ideas, but results are poor. Our organisation’s vision doesn’t really inspire me. We rarely celebrate our achievements. Everyone always wants more, more, more. We are governed mainly by the issue of the day. We don’t dare to make choices, which is why we try to do everything. I could work – and wouldn’t mind working – smarter. We have a strategic direction, but not everyone is familiar with it. We have an objective, but it doesn’t provide any direction. Everyone tries to reach their own goals, but there seems to be little consistency.

Most Western managers believe that long-term success flows from a state of stability, harmony, predictability, discipline, and consensus-a state that I refer to as stable equilibrium. This belief leads them to demand general prescriptions that they can immediately convert into successful action. The most popular prescriptions are to formulate a vision of an organization's future state, to prepare long-term plans to realize that vision, to set strategic milestones and monitor achievements against those plans, to write mission statements and persuade people to share the same culture, to encourage widespread participation and consensus in decision making, and to install control systems that allow top executives to set the organization's direction and stay in command.

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!

Move when it’s time We were touring the ruins at Hovenweep National Monument in the southwestern United States. A sign along the interpretive trail told about the Anasazi who had lived along the small, narrow canyon so long ago. The archaeologists have done their best to determine what these ancient Indians did and how they lived their lives. The signs told about the strategic positioning of the buildings perched precariously on the edge of a cliff, and questioned what had caused this ancient group to suddenly disappear long ago. “Maybe they just got tired of living there and moved,” my friend said. We laughed as we pictured a group of wise ancients sitting around the campfire one night. “You know,” says one of them, “I’m tired of this desert. Let’s move to the beach.” And in our story they did. No mystery. No aliens taking them away. They just moved on, much like we do today. It’s easy to romanticize what we don’t know. It’s easy to assume that someone else must have a greater vision, a nobler purpose than just going to work, having a family, and living a life. People are people, and have been throughout time. Our problems aren’t new or unique. The secret to happiness is the same as it has always been. If you are unhappy with where you are, don’t be there. Yes, you may be here now, you may be learning hard lessons today, but there is no reason to stay there. If it hurts to touch the stove, don’t touch it. If you want to be someplace else, move. If you want to chase a dream, then do it. Learn your lessons where you are, but don’t close off your ability to move and to learn new lessons someplace else. Are you happy with the path that you’re on? If not, maybe it’s time to choose a new one. There need not be a great mysterious reason. Sometimes it’s just hot and dry, and the beach is calling your name. Be where you want to be. God, give me the courage to find a path with heart. Help me move on when it’s time.

This is a classic New Labour document, being printed on glossy paper and illustrated with colour pictures of the Elysium that is the new Britain. Happy people, many from ethnic minorities, gaze productively at computer screens. Pensioners get off a gleaming, streamlined tram which has just delivered them promptly and inexpensively to their grandchildren … The prose has the same unreal quality. Nothing actually happens. Nothing tangible is planned. But we are promised there will be ‘innovative developments’, ‘local strategic partnerships’ and ‘urban policy units’. Town councils will have new powers to ‘promote well-being’ … and, just in case we think this will never happen, we are promised that ‘visions for the future will be developed’. There will be a ‘key focus’ here and a ‘co-ordinated effort’ there. The government in its wisdom has ‘established a framework’. The whole thing resembles those fantastical architect’s drawings in which slim, well-dressed figures stroll across tree-festooned piazzas with no mention of empty burger boxes or gangs of glowering youths.

So, will deep learning eventually become “artificial general intelligence” (AGI), matching human intelligence in every way? Will we encounter “singularity” (see chapter 10)? I don’t believe it will happen by 2041. There are many challenges that we have not made much progress on or even understood, such as how to model creativity, strategic thinking, reasoning, counter-factual thinking, emotions, and consciousness. These challenges are likely to require a dozen more breakthroughs like deep learning, but we’ve had only one great breakthrough in over sixty years, so I believe we are unlikely to see a dozen in twenty years. In addition, I would suggest that we stop using AGI as the ultimate test of AI. As I described in chapter 1, AI’s mind is different from the human mind. In twenty years, deep learning and its extensions will beat humans on an ever-increasing number of tasks, but there will still be many existing tasks that humans can handle much better than deep learning. There will even be some new tasks that showcase human superiority, especially if AI’s progress inspires us to improve and evolve. What’s important is that we develop useful applications suitable for AI and seek to find human-AI symbiosis, rather than obsess about whether or when deep-learning AI will become AGI. I consider the obsession with AGI to be a narcissistic human tendency to view ourselves as the gold standard.

In combat, focus comes pretty easily because the battle is right in front of your face. You have no choice but to focus. But sometimes, in day-to-day life, you can lose track of the long-term goal. It fades from your vision. It slips from your mind. Wrong. I want that long-term goal to be so embedded in my mind, that I never lose sight of it. Ever. The little tasks and projects and short-term goals that you tackle need to lead toward strategic victory – winning the long war. But we want results now. We want the shortcut to the winner’s podium. We need the instant gratification. And when we don’t get the short-term glory, sometimes we lose sight of those long-term goals. They fade. We lose focus. So we stop the daily tasks and disciplines that allow us to achieve those goals. And a day slips by. Then another day. And a day turns into a week and a week into a year. And you look up in six weeks or six months or six years … And you’ve made no progress. Maybe you even went backwards. You lost sight of the long-term goal. And it faded. It faded from memory and the passion dried up and you began to rationalize: Maybe I can’t. Maybe I don’t really want to. Maybe this goal isn’t for me. And so you give up. You let it go. And you settle for a status quo. For the easy road. No. Don’t do that. Embed that long-term goal in your mind. Burn it into your soul. Think about it, write about it, talk about it. Hang it up on your wall. But most important: Do something about it. Every single day. So I trained. And I prepared. And I did everything I could to be ready for that day. When I became a leader I took pains to prepare my men in the same way: brutally and without mercy so we could fight brutally and without mercy. And then that day came. We met the enemy on the battlefield. We fought, and we won.

These include: 1.Do the Right Thing—the principle of integrity. We see in George Marshall the endless determination to tell the truth and never to curry favor by thought, word, or deed. Every one of General Marshall’s actions was grounded in the highest sense of integrity, honesty, and fair play. 2.Master the Situation—the principle of action. Here we see the classic “know your stuff and take appropriate action” principle of leadership coupled with a determination to drive events and not be driven by them. Marshall knew that given the enormous challenges of World War II followed by the turbulent postwar era, action would be the heart of his remit. And he was right. 3.Serve the Greater Good—the principle of selflessness. In George Marshall we see a leader who always asked himself, “What is the morally correct course of action that does the greatest good for the greatest number?” as opposed to the careerist leader who asks “What’s in it for me?” and shades recommendations in a way that creates self-benefit. 4.Speak Your Mind—the principle of candor. Always happiest when speaking simple truth to power, General and Secretary Marshall never sugarcoated the message to the global leaders he served so well. 5.Lay the Groundwork—the principle of preparation. As is often said at the nation’s service academies, know the six Ps: Prior Preparation Prevents Particularly Poor Performance. 6.Share Knowledge—the principle of learning and teaching. Like Larry Bird on a basketball court, George Marshall made everyone on his team look better by collaborating and sharing information. 7.Choose and Reward the Right People—the principle of fairness. Unbiased, color- and religion-blind, George Marshall simply picked the very best people. 8.Focus on the Big Picture—the principle of vision. Marshall always kept himself at the strategic level, content to delegate to subordinates when necessary. 9.Support the Troops—the principle of caring. Deeply involved in ensuring that the men and women under his command prospered, General and Secretary Marshall taught that if we are loyal down the chain of command, that loyalty will be repaid not only in kind but in operational outcomes as well.

For several years, I struggled to pass as a native, fell silent when I had no cultural capital to contribute to the conversation, which was most of the time. People called me shy, and I thought of myself that way. But I wasn't. Rather, I was incognito, unknowable -- strategically so, and it was a strategy born of shame and desperation, of the felt sense that who I really was would disturb people too much to let me stay. I was a stranger in a strange land, a trailer-trash girl from a fucked-up background whose test scores and polite smile and diligence let her slip inoffensively upward.

if any—the Russian operation had.” Clapper’s answer was less than satisfying for the president-elect, but it seemed to bring a sigh of relief from his team, whose main concern seemed to be ensuring that no part of the report suggested that any factor other than the candidate’s own strategic vision and charisma had accounted for his triumph. Comey later marveled at their myopic focus.

has observed that bin Laden in twenty of his twenty-four major speeches, both before and after 9/11, justified violence against America by citing its support for Israel.

God never delays. Rather, it is our ‘delayed’ willingness to embrace the genius of God as held against the ignorance of our shallowness, for such a crippling posture infuses a sense of delay directly into the middle of strategic perfection.

An effective vision has four qualities: it is big, shared, inspiring, and concise.

For China, the economic corridor has two aims, to open up an alternative route for oil imports from the Middle East, and to persuade Pakistan to do more to combat violent extremism seeping over its border. The vision is driven by strategic factors, not commercial logic.

Our role as business leaders is to understand the strategic implications of digital transformation, lead the way forward and implement our vision for the future of our businesses and their contribution to the communities we support through our activities.

It takes those who uses telescope of faith to catch a spiritual vision. To see the invisible things of the Spirit you need the eyes of faith. Faith sees beyond the physical eyes. Live and walk by faith. Christianity is a faith walk. The substance and evidence is seen only with the spiritual eyes.

The goals of applying scoreboard are to translate the vision and strategic planning into operational goals; communicate strategy and link it to individual performance.

The board should frequently brainstorm IT impact on the business and leverage technological vision to the business’s strategic planning.

The foundation of management is very simple. Managers get paid for one thing and one thing only. They get paid to move numbers. Leaders are rewarded for setting strategic directions that generate better-than-average returns. The best leaders find the right numbers to be moved, decide which direction to move the numbers, how far to move them, and how much to invest in moving them, and establish time frames in which to accomplish the goals. Then they hire the best managers to accomplish their vision.

The effects can already be felt: with each passing day our public life is getting uglier. So it is encouraging to see how quickly liberals have organized to resist Trump. But resistance is by nature reactive; it is not forward-looking. And anti-Trumpism is not a politics. My worry is that liberals will get so caught up in countering his every move, essentially playing his game, that they will fail to seize—or even recognize—the opportunity he has given them. Now that he has destroyed conventional Republicanism and what was left of principled conservatism, the playing field is empty. For the first time in living memory, we liberals have no ideological adversary worthy of the name. So it is crucial that we look beyond Trump.   The only adversary left is ourselves. And we have mastered the art of self-sabotage. At a time when we liberals need to speak in a way that convinces people from very different walks of life, in every part of the country, that they share a common destiny and need to stand together, our rhetoric encourages self-righteous narcissism. At a moment when political consciousness and strategizing need to be developed, we are expending our energies on symbolic dramas over identity. At a time when it is crucial to direct our efforts into seizing institutional power by winning elections, we dissipate them in expressive movements indifferent to the effects they may have on the voting public. In an age when we need to educate young people to think of themselves as citizens with duties toward each other, we encourage them instead to descend into the rabbit hole of the self. The frustrating truth is that we have no political vision to offer the nation, and we are thinking and speaking and acting in ways guaranteed to prevent one from emerging.

Lastly, vision is not a solution to a problem. If it is seen in that light, when the “problem” of low morale or unclear strategic direction goes away, the energy behind the vision will go away also. Building shared vision must be seen as a central element of the daily work of leaders.

Purpose driven women know how to strategically move from vision to execution, making history and blazing trails in the process.

The three elements of strategy described above (big bets, protect flanks, and extend victories) can guide your strategic thinking. But never forget, sound strategy is impossible without clear vision. Muddled strategies flow from muddled vision; clear strategies flow from clear vision. If you want to have a good strategy, you need to first understand with piercing clarity what you are trying to achieve. A good strategy determines how you will achieve your BHAG, guided by your purpose and consistent with your values. Vision then strategy then tactics.

Can you give us some examples of the intangible benefits being conveyed by a salesperson? Absolutely. Here’s a partial list of some of the things you might bring to the table in a sale: • Integrity • Honesty • Thought leadership • Competence • Confidence • Capability • Responsiveness • Accountability • Follow-through • Comfort level • Humility • Attitude • Vision • Being forthright • Humor • Knowledge • Experience • Expertise • Understanding • Empathy • Caring …just to name a few. Of course, I can keep going. A successful rep is also hardworking, diligent, well prepared, credible, purposeful, professional, relevant, and customer focused, rather than self-serving. Are these intangible benefits important in the strategic sales process? You bet they are! In fact, your ability to convey many of these qualities in a short period of time is likely to be the difference between gaining the customer’s trust or losing the sale. The challenge for sellers is knowing how to convey this much intangible value without trying to personally claim it.

Articulate a Vision. Formulate a clear and persuasive vision and communicate it repeatedly to all members of the enterprise. Think and Act Strategically. Set forth a pragmatic strategy for achieving that vision both short- and long-term, and ensure that it is widely understood; consider all the players, and anticipate their reactions and resistance before they are manifest. Honor the Room. Frequently express your confidence in and support for those who work with and for you. Take Charge and Lead Change. Embrace a bias for action, taking responsibility even if it is not fully or formally delegated, particularly if you are especially well positioned to make a difference.

Strategic direction encompasses mission, vision, and strategy. Mission is about what will be achieved, vision is about why people should feel motivated to perform at a high level, and strategy is about how resources should be allocated and decisions made to accomplish the mission. If you keep in mind the what, the why, and the how, you won’t get lost in debates about what a mission is, what a vision is, and what a strategy is. Some fundamental questions about strategic direction concern what the organization will do and, critically, what it will not do. Focus on customers, capital, capabilities, and commitments:

HOW TO INTERPRET THE RESULTS • Reject projects if there is nothing you can learn from them and if they do not correspond to your overriding vision. • Projects that you can learn from but do not correspond to your vision are interesting but will not help you achieve your objective. Try to change the project so that it serves your vision. • If a project corresponds to your vision, but you are learning nothing new, look for somebody else to do it for you.

Articulate a Vision. Do my direct reports see the forest, not just the trees? Does everyone in the firm know not only where we are going, but why? Is the destination compelling and appealing?   2. Think and Act Strategically. Do we have a realistic plan both for creating short-term results and for mapping out the future? Have we considered all the players and anticipated every roadblock? Has everybody embraced—and can everybody explain—the firm’s competitive strategy and value drivers?   3. Honor the Room. Do those in the room know that you respect and value their talents and efforts? Have you made it clear that their upward guidance is always sought? Is there a sense of engagement on the front lines, and do they see themselves as “us,” not “them”?

Take Charge and Lead Change. Are you prepared to take charge even when you are not fully or formally in charge? If so, do you come with the capacity and position to embrace responsibility? For the technical decisions ahead, are you ready to delegate but not abdicate?   5. Act Decisively. Are most of your decisions both good and timely? Do you convey your strategic intent and then let others reach their own decisions? Is your own decision threshold close to a “70%” go point?   6. Communicate Persuasively. Are the messages about vision, strategy, and execution crystal clear and indelible? Have you mobilized all communication channels, from purely personal to social media? Can you deliver a compelling account before the elevator passes the 10th floor?

My preference is that the manager is the person who is the bellwether for vision because that’s their job for the group. It’s not just that you know what the team needs, it’s that vision defines career path and you need to know, as early as possible, what it’s going to take to keep a future hire engaged. A strategic isn’t going to be with your team long because you simply don’t move fast enough, whereas a tactical is going to be happy as long as you keep the work relevant and constant.

And here's what we so often miss. By naming us as his image bearers, God has made a relationship with himself the strategic center of his purpose for humanity and for the world. Knowing God is as vital to us as the air we breathe--not just a 'come to faith' knowing, but the ongoing knowing and endless discoveries of a relationship. Not a destination or terminus, but an endless quest to know and understand the God who created us. Maneuvering through life without knowing him is as much to our undoing as for an astronaut to attempt a tethered space walk without the oxygen-supply line that connects her to the spacecraft. The image bearer's relationship with God is our north star, the reference point from which we begin to understand everything else--incuding ourselves.

The basic feature in the present-day- strategic human resource consultancy in devising the right processes with HR digital practices, for an organization routing organizational performance towards accomplishing organizational goals, both - long-term goals and short-term goals, aligned with the organization’s vision and mission.

The Director’s primary focus is outward. The Director’s job is to figure out how the company fits into and interacts with the rest of the world. Yes, the Director is often the face of the company, but, more important, they are the interface between the company and the world. They are the curator of the vision, because they understand the game board is really just one game board sitting in a world of infinite game boards. Ideally, they are purely strategic. It’s likely they are strong tactically, but they lead with compelling strategy, not efficient tactics. In my experience, Directors tend to be viewed as being a little nuts, and explaining why is one of the reasons I wanted to write this piece. See, pure strategy doesn’t look or feel anything like raw tactics.

Every human being has a strategic role in God's purposes for the world. Every human being possesses a derived significance--grounded in God himself. And every human being is summoned to the highest of all possible aspirations--not to be God, but 'to be like' God himself. God is the standard for who we are and what our mission is in this world. By pursuing this loftiest of all goals, we move toward true flourishing as human beings.

Learning Plan Template Before Entry Find out whatever you can about the organization’s strategy, structure, performance, and people. Look for external assessments of the performance of the organization. You will learn how knowledgeable, fairly unbiased people view it. If you are a manager at a lower level, talk to people who deal with your new group as suppliers or customers. Find external observers who know the organization well, including former employees, recent retirees, and people who have transacted business with the organization. Ask these people open-ended questions about history, politics, and culture. Talk with your predecessor if possible. Talk to your new boss. As you begin to learn about the organization, write down your first impressions and eventually some hypotheses. Compile an initial set of questions to guide your structured inquiry after you arrive. Soon After Entry Review detailed operating plans, performance data, and personnel data. Meet one-on-one with your direct reports and ask them the questions you compiled. You will learn about convergent and divergent views and about your reports as people. Assess how things are going at key interfaces. You will hear how salespeople, purchasing agents, customer service representatives, and others perceive your organization’s dealings with external constituencies. You will also learn about problems they see that others do not. Test strategic alignment from the top down. Ask people at the top what the company’s vision and strategy are. Then see how far down into the organizational hierarchy those beliefs penetrate. You will learn how well the previous leader drove vision and strategy down through the organization. Test awareness of challenges and opportunities from the bottom up. Start by asking frontline people how they view the company’s challenges and opportunities. Then work your way up. You will learn how well the people at the top check the pulse of the organization. Update your questions and hypotheses. Meet with your boss to discuss your hypotheses and findings. By the End of the First Month Gather your team to feed back to them your preliminary findings. You will elicit confirmation and challenges of your assessments and will learn more about the group and its dynamics. Now analyze key interfaces from the outside in. You will learn how people on the outside (suppliers, customers, distributors, and others) perceive your organization and its strengths and weaknesses. Analyze a couple of key processes. Convene representatives of the responsible groups to map out and evaluate the processes you selected. You will learn about productivity, quality, and reliability. Meet with key integrators. You will learn how things work at interfaces among functional areas. What problems do they perceive that others do not? Seek out the natural historians. They can fill you in on the history, culture, and politics of the organization, and they are also potential allies and influencers. Update your questions and hypotheses. Meet with your boss again to discuss your observations.

Review your organization’s mission statement, vision, and values. Ask your manager to explain how you can contribute to strategic objectives. Pay attention to formal communications from executives and upper management. Stay on top of changes to your firm’s strategy.

As a highly skilled real estate investor and hotel operator, Paul Boschetti has the vision and strategic thinking required to navigate and succeed in the San Francisco market.

what's most needed to fulfil the mission realise the vision achieve the strategic goals.

collectively referred to as “strategic management.” More specifically, strategic management is the process of strategic thinking, strategic planning, and managing the strategic momentum of an organization to provide direction and achieve the organization’s mission and vision.

Management by objective (MBO) which means purposeful leadership to achieve a strategic objective is one of the keys to successful airline management. MBO is also referred to as Management by Results – MBR. This is a system where subordinates coordinate with their superiors to achieve the desired objective. Under this principle, the goals of the organization are linked to employee goals. Management objectives are made to meet operational objectives. And both management and operational objectives are made to achieve organizational long-term objectives. Organisational objectives are linked to the vision and mission of the organisation. The team is made aware of the achievable goals of the organization and unified effort is exerted in that direction; on the other hand, the employee whose performance is noteworthy will be rewarded by the organization. This builds a transparent and clean work culture on one hand and the other unclogs communication blocks.

Living in a world which is said to have no borders when it comes to business and trade, what is the solution for the risk of trademark squatting? How can one curb or better obliterate the agony of trademark squatting or destroy this hidden monster? We need to discourage trademark squatting and not just prevent or implement solutions as a victim or for the victim. At a macro level who else besides WIPO can lead? A strategic move is a key. WIPO should come up with stringent general regulations on TM squatting that would help curb trademark squatting. But again, the proposed convention clauses must reflect rational clauses that can be plausibly and effectively implemented by member countries.It largely depends also upon legal counsels with eagle eye vision who are equipped with the distinguished skill to foresee, and astutely thwart such conflicts in one’s expertise and support the organization we are attached to or client as the case may be. Drafting effective internal policies on trademark squatting would certainly prove to be an effective mechanism to thwart as well as in the long-run obliterate trademark squatting.

Vision and mission statements are not just words; they are guiding principles that shape the trajectory of a school and steers it toward a desired future.

Creating compelling vision and mission statements requires a deep understanding of the school's ethos, values, and strengths, obtained through thorough stakeholder consultation and reflection.

By aligning actions with her vision and mission, a school's reputation can be enhanced.

An often-overlooked aspect of crafting vision and mission statements is understanding the school's unique identity, which requires extensive stakeholder engagement to capture diverse perspectives and values.

Vision and mission statements must align with the expectations and educational objectives of the school's stakeholders and target audience.

Achieving the right balance in vision and mission statements showcases the school's commitment to setting ambitious goals while acknowledging its current resources and capabilities.