Quotes About Strategy

We are not retreating - we are advancing in another Direction

You don't win wars by dying for your country you win wars by making the other son of a bitch die for his

The history of the failure of war can almost be summed up in two words: too late.

Douglas MacArthur

Shareholders are demanding that Twitter find better ways of monetizing its users Tweets.

Diversification is the compliment that humility pays to uncertainty.

measure what matters, make better decisions.

the traditional form of Hoshin Kanri, there is a grouping of four perspectives. It is no surprise that the balanced scorecard perspectives are mirror images (see Exhibit 1.8). As with the balanced scorecard, Hoshin Kanri can be improved with the introduction of employee satisfaction and environment and community. EXHIBIT 1.8 Similarities between Hoshin Kanri and Balanced Scorecard Perspectives

1. Key result indicators (KRIs) tell you how you have done in a perspective or critical success factor. 2. Result indicators (RIs) tell you what you have done. 3. Performance indicators (PIs) tell you what to do. 4. KPIs tell you what to do to increase performance dramatically. EXHIBIT 1.1 Four Types of Performance Measures

We need to lose less often in the fight against the bad guys. Or, at least, lose more gracefully and recover quickly.

if the Democrats suggested a plan to burn down the Capitol building, the Republicans would counter with a plan to do it over the course of three years.

Offensive Takeaway Point: We should look for a way to stop responding to initiatives of the adversary and start behaving in such a way that they have to figure out how to respond to us. Take the initiative.

Study the situation thoroughly, go over in your imagination the various courses of action possible to you and the consequences which can and may follow from each course. Pick out the course which gives the most promise and go ahead.

Leaders should be continually monitoring performance, adjusting strategy and implementing tactics to ensure the success of their direct reports and the overall organization.

There is no such thing as a money problem. There is only a vision problem, an imagination problem, a passion problem, a plan problem, and/or a combination thereof.

The hidden recipe of success is detected by anyone's diurnal plans...

I guess we'll try the old fashion way!" "Alright Kakarrot you're asking for it" "Rock, Paper!...ready! rock, paper, scissors, ha!" "Yea I did it!" "That's not the fusion technique!

politics are the curse of the Navy!

Swing hard, in case they throw the ball where you're swinging.

Mintzberg's emergent strategy, Peretti's mullet strategy, crowdsourcing, and field experiments—are really just variations on the same general theme of "measuring and reacting.

This is the strategy paradox. The main cause of strategic failure, Raynor argues, is not bad strategy, but great strategy that just happens to be wrong. Bad strategy is characterized by lack of vision, muddled leadership, and inept execution—not the stuff of success for sure, but more likely to lead to persistent mediocrity than colossal failure.

In other words, the shift from "predict and control" to "measure and react" is not just technological—although technology is needed—but psychological.

I don't know why I do stuff sometimes. Sometimes I go by the numbers. Sometimes I go on what I feel. Sometimes I go on what I hope.

You have to be a student of the game if you want to reach the top and stay there. Reaching the top is not the obstacle. Staying on top and making adjustments, that's the obstacle.