Quotes About Strategy

How did you know that we could get him to do whatever we want if we pretend he's in charge?" Sabrina asked Daphne. "It's what I do with you" the little girl replied. "You two are exactly the same

But then there would be no city left to claim. Scorched earth is a policy, it's just not usually the best one.

Teams take serious chances when they try to make large changes without tests. It is like doing aerial gymnastics without a net.

I propose going up the Delaware, In order to be nearer this place than I should be by taking The course of the Chesapeake which I once intended."1 — William Howe, July 16, 1777

The trick if you are sitting at the defense table is to be patient. To wait. Not just for any lie. But for the one you can grab on to and forge like hot iron into a sharpened blade. You then use that blade to rip the case open and spill its guts on the floor.

Well, did he do it?" She always asked the irrelevant question. It didn't matter in terms of the strategy of the case whether the defendant "did it" or not. What mattered was the evidence against him -- the proof -- and if and how it could be neutralized. My job was to bury the proof, to color the proof a shade of gray. Gray was the color of reasonable doubt.

Never hate your enemies, it affects you judgment.

Moreover, had he begun to presume invulnerability to the eyes of the serpent? To believe that he knew the facts of a situation—quantity over essence—could precipitate reasoning and strategies that might not be within the plans of God for his own mission. Always— always—weakness had been his strength. Unknowingness. Simplicity. Trust.

Aligning an organization is like preparing for a long sailing trip. First, you need to be clear on whether your destination (the mission and goals) and your route (the strategy) are the right ones. Then you can figure out which boat you need (the structure), how to outfit it (the processes), and which mix of crew members is best (the skill bases). Throughout the journey, you keep an eye out for reefs that are not on the charts.

Planning to learn means figuring out in advance what the important questions are and how you can best answer them. Few

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.

Secure early wins. Early wins build your credibility and create momentum.

Once people perceive that change is going to happen, the game often shifts from outright opposition to a competition to influence what sort of change will occur.

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.

Creating a Learning Plan Your learning agenda defines what you want to learn. Your learning plan defines how you will go about learning it. It translates learning goals into specific sets of actions—

The most important decisions you make in your first 90 days will probably be about people.

look for early wins based solely on your boss's priorities.

Getting Started Aligning an organization is like preparing for a long sailing trip. First, you need to be clear on whether your destination (the mission and goals) and your route (the strategy) are the right ones.

Decision making becomes more political - less about authority and more about influence. That isn't good or bad; it's simply inevitable.

Once you've figured out the "who" side of the equation, you'll need to focus on the "what." What agendas are key stakeholders most interested in pursuing? How do their interests line up with your own, and where are they in conflict? Why are these stakeholders pursuing these agendas?

To do this, you'll need to focus on three critical tasks very early in your tenure: adapting to the culture, making political connections, and aligning expectations.

Para asumir un cargo con éxito, tienes que tener un conocimiento claro de la situación a la que te estás enfrentando y de lo que tienes que hacer y cómo lo tienes que hacer. Los

Even a few hours of preentry planning can go a long way. Begin by thinking about your first day in the new job. What do you want to do by the end of that day? Then move to the first week. Then focus on the end of the first month, the second month, and finally the three-month mark. These plans will be sketchy, but the simple act of beginning to plan will help clear your head.

start-up, turnaround, accelerated growth, realignment, and sustaining success. The STARS model