Quotes About Strategy

If you would make war,' he would say to to General d'Hedouville in December 1799, 'wage it with energy and severity; it is the only means of making it shorter and consequently less deplorable for mankind.

I am very happy to see the enemy wish to avoid our coming to him. – Napoleon

Rule one on page one of the book of war, is: "Do not march on Moscow." ' Field Marshal Viscount Montgomery, House of Lords, May 1962

If you make war,' he would say to General d'Hédouville in December 1799, 'wage it with energy and severity; it is the only means of making it shorter and consequently less deplorable for mankind.'79

Vanniv put a hand over his chest. "I don't know what you're implying, madam professor, but I have a strict 'no attacking cities' policy.

Spike traps are not my friends. Spike traps are the enemy. I will avoid them at all costs.

Enough talk. Now this ends."" That was my signal to dodge. I was always grateful to enemies that telegraphed their attacks.

My plan was pretty much to flee in terror and hope for the best.

It's not cheating; it's expedited nonlinear puzzle completion.

At Intel, we put ourselves through an annual strategic long-range planning effort in which we examine our future five years off. But what is really being influenced here? It is the next year—and only the next year.

Peter Drucker quotes a definition of an entrepreneur as someone who moves resources from areas of lower productivity and yield to areas of higher productivity and yield.

The art of management lies in the capacity to select from the many activities of seemingly comparable significance the one or two or three that provide leverage well beyond the others and concentrate on them.

Compaqs, Dells and Novells each of which emerged from practically nothing to become major corporations. What's the common among these companies is that they all instinctively followed the rules for success in a horizontal industry.

if you base your business on the volume leader, you will be going after a larger business yourself

The replacement of corporate heads is far more motivated by the need to bring in someone who is not invested in the past than to get somebody who is a better manager or a better leader in other ways.

In fact , we might as well say "proprietary", which ,in fact, was the byword of the old computer industry.

can think of no better way to make the decision-making process straightforward than to apply before the fact the structure imposed by our six questions.

Hedging is expensive and dilutes commitment.

information-gathering is the basis of all other managerial work, which is why I choose to spend so much of my day doing it.

When products and services become largely indistinguishable from each other, all there is by the way of competitive advantage is time.

If you only understand one thing about building products, you must understand that energy put in early in the process pays off tenfold and energy put in at the end of the program pays off negative tenfold.

I think, by applying our production principles. First, we must identify our limiting step: what is the "egg" in our work?

Much confusion exists between what is strategy and what is tactics. Although the distinction is rarely of practical significance, here's one that might be useful. As you formulate in words what you plan to do, the most abstract and general summary of those actions meaningful to you is your strategy. What you'll do to implement the strategy is your tactics. Frequently, a strategy at one managerial level is the tactical concern of the next higher level.

How are we going to do this in the most intelligent way? We start by looking at our production flow. The first thing we must do is to pin down the step in the flow that will determine the overall shape of our operation, which we'll call the limiting step.