Quotes About Strategy

Winning depends on where you put your priorities. It's usually best to put them over the fence.

Today, every business, including yours, is being observed and studied by others who want your revenues.

Lantech's reinvention intervention answers one of the most fundamental questions about embracing change: Whose idea wins? The answer, of course, is that the best idea should win—not the boss's idea, not the boss's kid's idea, not the strategy department's idea, not the old idea, not the competition's idea; only the best idea should win.

in an effort to stop the bleeding, in one fell swoop Schultz closed one thousand underperforming stores, eliminated seven thousand positions, revised the business plan downward to numbers they could hit, and embraced radical change and began making a dizzying series of small bets.

A small business with a handful of employees might be able to handle two or three concurrent small bets, while a large company with thousands of employees should probably be considering hundreds of potential small bets and implementing scores of them.

Make as many small bets as you have people responsible for making them happen and sufficient financial resources to maximize the odds of success. If there aren't enough resources to give the small bet a chance, you'll never know if it might have worked out or been a possible home run.

Have some general backup ideas in mind, but don't let the backup plan be carved in stone. That will prevent you from learning. The time to begin building formalized backup plans is during the tweaking, changing, and maneuvering that occurs while studying the results of the small bet. Backup plans become vital when a small bet that's turned out to be successful is about to be scaled in size.

Hackett found that leaders at "above average" companies are surprisingly different in this critical measure. They identify an average of just twenty-one priorities instead of 372. Editing the list isn't easy, but the payoff is huge. Time and money get tightly focused on the crucial activities that drive the firm's competitive advantage, and everyone has a clearer idea what to do and no problem deciding who's accountable.

Given how inexpensive technology and analytics have become, it's inexcusable for any business not to know every customer

A.T. Kearney research shows that the best performing companies had five hundred fewer managers per billion dollars in sales than poorer performing organizations.

thousand CEOs, business owners, and highly successful entrepreneurs about their businesses and how they lead companies through good times and bad. One of the most important questions I ask them is "What's the biggest worry keeping you awake at night?

successful entrepreneurs about their businesses and how they lead companies through good times and bad. One of the most important questions I ask them is "What's the biggest worry keeping you awake at night?

There are two ways to run a big company: by rules or by values,

Decisions about who goes and who stays, who leads and who follows will determine any enterprise's ability to embrace constant change, growth, and reinvention.

Today, every business, including yours, is being observed and studied by others who want your revenues. The world operates with such speed that as soon as potential competitors sniff out the fact that another business is doing well and they believe there's a buck to be made they'll be all over it like a cheap suit

The only guarantee in business is if you do nothing, nothing will happen. Also, as the school of hard knocks teaches, most good strategy is made by doing.

The refrain we constantly heard from the entrepreneurs and leaders during our research was to never bet the ranch but to make lots of small bets, learn from them, and then scale.

When companies haphazardly throw money at what they perceive their problems, challenges, and opportunities to be, the real answers that could solve the real problems or allow them to embrace radical change and take advantage of the real opportunities are seldom found.

Every entrepreneur thinks about how his or her idea will be scaled, or grown big enough and quickly enough to create a real competitive advantage. But scale can't happen until there are systems

Businesses that do the best job of constant radical change and reinvention simply don't get blinded by the fairy tales of the biggest bets generating the biggest paydays. They realize that successful strategy is discovered by doing, and that doing has to be learned from making lots of small bets.

Succeeding in stocks comes down to accepting that nobody can know the future, and then adopting an investment system that wins by reacting rather than predicting.

Fusion is just a tactic to make weak gems stronger!

Hacer política consiste en ceder en lo accesorio para no ceder en lo esencial.

There Is No Such Thing as a Diplomatic Hand Grenade