Quotes About Strategy

Politics and sports are the same thing in some ways. I like sports; I don't like the sports aspect of politics. The conventions are basically the playoffs, and the election's the Super Bowl. To me, it doesn't feel important.

I think a lot of winning a Super Bowl is being at the right place at the right time. It's sacrifice, it's making team plays and being an impactful player is part of it.

I think in the playoffs you have to be able to run the ball to get to the Super Bowl.

You can't just hope you draft well and not go after free agents and you end up in the Super Bowl. You got to go get it.

There's so many factors that go into a Super Bowl championship that rely heavily on the organization.

I don't think you ever come into the season and talk, 'Super Bowl, Super Bowl, Super Bowl.' It's about improving and winning games along the way as you improve.

Groupon is a great concept packaged in a superb name, but the concept of group discounts is not new.

The team did a superb pitstop. We had steadily improved.

launching a satyagraha before training a cadre to keep it non-violent was 'a Himalayan miscalculation' on his part.

at times several misls together formed a dal khalsa to launch an attack on an Afghan post.

Play the game, but play it your own way – part of the time at least. Play the game, but raise the ante, my boy. Learn how it operates, learn how you operate.

And let's remember that science isn't a game of chess, although chess may be played scientifically. The other thing to remember is that if we are to organize the masses we must first organize ourselves.

When you strike at a king, you must kill him.

The voyage of the best ship is a zigzag line of a hundred tacks.

Concentration is the secret of strength in politics, in war, in trade, in short in all management of human affairs

I metodi possono essere un milione e più, ma i principi sono pochi. L'uomo che afferra i principi può scegliere con successo i suoi metodi. L'uomo che prova i metodi, ignorando i principi, avrà sicuramente dei problemi.

Only one competency lasts. It is the ability to create a steady, self-renewing stream of leaders. Money is just a commodity. Talent supplies the edge.

Think of the G3 as the central brain trust of a talent-first organization. (You might want to keep the general counsel or chief risk officer close on big decisions if that suits your business, but it's the ongoing CEO-CFO-CHRO linkage that's crucial.) Effectively deployed, the G3 is the mechanism that will create the future of your organization. It can be the multiplier of your capacity, time, and capability, as illustrated in the following example.

Going on the offense is no longer optional, for one simple reason: defense alone means a shrinking business.

When we asked Woolard about the most important lessons from his Apple experience, he reported that a board leader has to have regular access to the chief financial officer, deeply understand the company strategy and execution—and pick and partner with the right CEO.

Foulgrin's Rule Twenty-Three: tactics without strategy are useless.

Delay. Procrastinate. Postpone. This is our evangelism strategy.

I am not a fisherman, but the other day I read some simple rules for fishing. One was this: Be sure your face is toward the light! The skillful fisherman will always see that the sun shines upon his face and that his shadow falls behind him. He who turns his back to the sun and lets his shadow darken the stream has said good-bye to all the trout. That

Every time you take a step, even when you don't want to. . . . When it hurts, when it means you rub chins with death, or even if it means dying, that's good. Anything that moves ahead, wins. No chess game was ever won by the player who sat for a lifetime thinking over his next move.