Quotes About Strategy

The evil queen was stupid to play Snow White's game. There's an age where a woman has to move on to another kind of power. Money, for example. Or a gun.

What you forget when you're planning a hijack by yourself is somewhere along the line, you might need to neglect your hostages just long enough so you can use the bathroom

Im Nachhinein betrachtet habe ich denselben strategischen Fehler wie Charles Manson begangen. Ich hätte aufhören sollen, solange ich noch bloß eine stinknormale Tiersex- und Drogensüchtige war, aber nein, ich musste meinen Status zu einer potentiell messerschwingenden Psychopathin steigern

In politics you couldn't please everybody, but you still had to do the calculus to please most of everybody, or you didn't get the votes.

The thing worth noting with manipulators is, curiously, once you realize what they are, they become strikingly easy to manipulate. —

That fucking asshole has figured out something we haven't. Two words: white victimhood. That's it. He can tap into that like he's a, a, a, I dunno, but that's what it is. That's the gas he's putting in his car to make it go, and he's going to beat us in the primary because of it. He's got no shame, and that's how he wins.

Of course, Admiral Ackbar is a student of history, and in many cases smaller, lesser forces have outmatched and outfoxed their betters. The Ghostfinder fleet versus the Sith armada. The Mandalorians versus the Grand Army of the Republic. And, of course, the Rebel Alliance versus the Empire. History

There's almost always a calmer and ultimately more efficient way to do something if you just stop and think about it.

So, Ariadne was the babe with the ball of twine and the plan.

successful companies don't succeed because they have the right strategy at the beginning; but rather, because they have money left over after the original strategy fails, so that they can pivot and try another approach. Most of those that fail, in contrast, spend all their money on their original strategy—which is usually wrong. The

Three classes of factors affect what an organization can and cannot do: its resources, its processes, and its values.

The techniques that worked so extraordinarily well when applied to sustaining technologies, however, clearly failed badly when applied to markets or applications that did not yet exist.

Competitiveness is far more about doing what customers value than doing what you think you're good at. And

With few exceptions, the only instances in which mainstream firms have successfully established a timely position in a disruptive technology were those in which the firms' managers set up an autonomous organization charged with building a new and independent business around the disruptive technology.

Research suggests that in over 90 percent of all successful new businesses, historically, the strategy that the founders had deliberately decided to pursue was not the strategy that ultimately led to the business's success.

This is one of the innovator's dilemmas: Blindly following the maxim that good managers should keep close to their customers can sometimes be a fatal mistake.

On the one hand, if you have a strategy that really is working, you need to deliberately focus to keep everyone working together in the right direction. At the same time, however, that focus can easily cause you to dismiss as a distraction what could actually turn out to be the next big thing.

cost reductions meant survival, but not profitability

They must be plans for learning rather than plans for implementation.

Strategy almost always emerges from a combination of deliberate and unanticipated opportunities. What's important is to get out there and try stuff until you learn where your talents, interests, and priorities begin to pay off.

It is very difficult for a company whose cost structure is tailored to compete in high-end markets to be profitable in low-end markets as well.

You can talk all you want about having a strategy for your life, understanding motivation, and balancing aspirations with unanticipated opportunities. But ultimately, this means nothing if you do not align those with where you actually expend your time, money, and energy. In other words, how you allocate resources is where the rubber meets the road.

the breakthrough researcher first discovers the fundamental causal mechanism behind the phenomena of success. This allows those who are looking for "an answer" to get beyond the wings-and-feathers mind-set of copying the attributes of successful companies.

Given that 93 percent of companies that ended up being successful had to change their initial strategy, any capital that demands that the early company become very big, very fast, will almost always drive the business off a cliff instead. A big company will burn through money much faster, and a big organization is much harder to change than a small one.