Quotes About Strategic

Although Genghis Khan recognized the superior leadership abilities of his daughters and left them strategically important parts of his empire, today we cannot even be certain how many daughters he had.

planful opportunism

Having a great idea or being a charismatic visionary leader is "time telling"; building a company that can prosper far beyond the presence of any single leader and through multiple product life cycles is "clock building.

You just need to be a flea against injustice. Enough committed fleas biting strategically can make even the biggest dog uncomfortable and transform even the biggest nation.

On the international political landscape, there is better understanding of Pakistan's political economic and strategic issues. We aspire to promote peace and harmony with the region.

You meet with a CEO or founder. You talk about sales, engineering, product management and give some ideas or suggestions. And the founder quickly understands that you really can help them both operationally and from a strategic standpoint.

When you do deals with France involved, you want to make sure that the government endorses your deal, understands the strategic rationale.

I used to say of him that his presence on the field made the difference of forty thousand men.

In lawn tennis mixed, the basic chivalry move is to pretend to serve less fiercely to the woman than to the man. This is particularly useful if your first service tends to be out in any case.

All my other relationships with men, there was so much maneuvering and strategic decisions and stuff.

The one characteristic more essential than any other is foresight... It should be the growing nation with a future which takes the long look ahead.

The essence of this facet of change leadership is simple and clear: become a voice of hope and provide a clear vision for the church to move forward in a strategic fashion. Change leaders who provide hope and vision are the most successful change leaders.

The Clinton doctrine was encapsulated in the slogan "multilateral when we can, unilateral when we must." In congressional testimony, the phrase "when we must" was explained more fully: the United States is entitled to resort to the "unilateral use of military power" to ensure "uninhibited access to key markets, energy supplies, and strategic resources.

Though it is obligatory to hail our leaders for their sincere dedication to bringing democracy to a suffering world, perhaps in an excess of idealism, the more serious scholar/advocates of the mission of "democracy promotion" recognize that there is a "strong line of continuity" running through all administrations: the United States supports democracy if and only if it conforms to U.S. strategic and economic interests.

An Egyptian writer added that 'living in a country with an atrocious human rights record that also happens to be strategically vital to US interests is an illuminating lesson in moral hypocrisy and political double standards.

Take your time. It'll give me the opportunity to plan several ways to make you suffer.

Perry wanted to be the villain, probably for strategic reasons. But it didn't take. He wasn't smart enough; he probably didn't even know how "Ayn" was pronounced.

Innovators were simply much more likely to question, observe, network, and experiment compared to typical executives. We published the results of our research in Strategic Entrepreneurship Journal

At a certain point he learned the smarter play was to avoid the things that brought you low.

focus, divergence, and a compelling tagline. Cirque du Soleil's strategy canvas allows us to graphically compare its strategic profile with those of its major competitors.

Large R&D budgets are not the key to creating new market space. The key is making the right strategic moves.

we have observed a consistent pattern of strategic thinking behind the creation of new markets and industries, what we call blue ocean strategy.

When exceptional utility is combined with strategic pricing, imitation is discouraged.

Organizations that pursue differentiation to stand apart from competitors tend to focus on what to offer more of. Those that pursue cost leadership tend to focus on what to offer less of. While both of these are viable strategic options, which a great many organizations currently pursue, both will keep you stuck in the red ocean, operating on your industry's existing productivity frontier.