Quotes About Strategy

Rick Neiswonger possessed methodology and proprietary knowledge in the field of marketing which I wanted to learn and master.

Ideas" in politics are often intuition fancy dress.

They made strategy at 33,000 feet (on) the campaign plane.

Now even reformers needed political machines.

Congressmen had a use for their very own son of a bitch.

Rockefeller needed Molitor.

An anti-politician is hardly an anti-politician once he starts winning and works to close the deal by working to sew up the Establishment.

A good shooter taking a great shot is better than a great shooter taking a bad one.

and if you're not prepared, you better believe someone else will be. Your loss will be their gain.

I was always amazed about how much I could finally squeeze into a thirty second commercial.

The race is not always to the swift nor the battle to the strong - but that's the way to bet.

What I think it should have done was realize that preparing customers for transitions is just like getting them through the new product adoption process, except in reverse.

managers with a different mind-set start to become more important, and the business needs to become part of the parent corporation.

references to a few clear and simple strategic priorities, to the importance of building culture and developing talent, and to leveraging a few core capabilities.

knights and no outside-the-industry saviors. Interestingly, and also consistent with the findings of other researchers over the years, the most senior leaders generally kept a low profile.

Pursuing a strategy in which it has explicitly told investors that it will sacrifice some margin to sustain strong growth, it doubles down on investments made to create a compelling result

They reallocate resources flexibly and on an ongoing basis, rather than going through sudden divestitures or restructurings.

spend more time with a specific set of must-have customers, disproportionate to the revenue they might account for at that specific point of time; taking on projects which might not give high margins initially, but might eventually become big;

on a single dominant idea: that the purpose of strategy is to achieve a sustainable competitive advantage.

Historically, strategy and innovation have been thought of as two separate disciplines

the ratio of assumptions you have to make relative to knowledge that you possess is high—a different set of disciplines needs to be employed.

growth platforms." Each platform was given a specific broad domain that it could pursue, regardless of where the assets and people happened to be located within a particular business.

A more effective approach in uncertain environments is to allow resources to be invested only when uncertainty is reduced, a core principle of options reasoning.

Competitive advantage, he reasoned, could best be thought of in waves, with the job of the strategist being to seize strategic initiative by launching ever-new