Quotes About Strategy

Sucede todos los días. Las compañías que no crecen están muriendo, una tras otra.

El crecimiento sin planificación es asunto riesgoso, muchas veces es más riesgoso que no intentar crecimiento alguno.

el principio más importante del crecimiento empresarial: la regla de la luz verde: prevender, prevender, prevender.

Los propietarios que dicen tenerlo todo «aquí en mi cabeza» rara vez tienen capacidad para edificar un negocio.

She tried to get even with him through psychological warfare but couldn't, because he didn't care.

My plan was to walk by on my side of the street and not look over her way. This, I felt, was a very clever masculine move: to meet and ultimately seduce through no contact at all. She would be made aware of me as a mysterious figure, someone with no need of her whatsoever. This is compelling to a woman.

An algorithm gives you the instructions directly. A heuristic tells you how to discover the instructions for yourself, or at least where to look for them.

What Do Schoolteachers and Sumo Wrestlers Have in Common?

Know that some people will do everything they can to game the system, finding ways to win that you never could have imagined. If only to keep yourself sane, try to applaud their ingenuity rather than curse their greed.

But if you are hell-bent on persuading someone, or if your back is truly against the wall, you might as well give it your best shot.

The goal of the e-mail is not so much to attract viable users as to repel the non-viable ones, who greatly outnumber them.

first is about problem solving generally. Kobayashi redefined the problem he was trying to solve. What question were his competitors asking? It was essentially: How do I eat more hot dogs? Kobayashi asked a different question: How do I make hot dogs easier

Here is the broader point: whatever problem you're trying to solve, make sure you're not just attacking the noisy part of the problem that happens to capture your attention. Before spending all your time and resources, it's incredibly important to properly define the problem—or, better yet, redefine the problem.

Is it a good idea to pass along a family business to the next generation? (Sure, if your goal is to kill off the business—for the data show it's generally better to bring in an outside manager.

For every clever person who goes to the trouble of creating an incentive scheme, there is an army of people, clever and otherwise, who will inevitably spend even more time trying to beat it.

The chief merit of the price system is that it makes effective use of information that is not available to any single decision maker. When the price system is overridden, information is discarded. When information is discarded, resources are misallocated. When resources are misallocated, prosperity suffers. If you're trying to make people prosperous, relying on prices is your best strategy.

Product people are business people, first and foremost. They work across functions and serve to integrate or synchronize the work of others so that products and portfolios can be planned, developed, launched, and managed.

A professional soldier must also be a realist. There is a time to attack, and a time to retreat. There is a time to press for victory, and a time to accept its impossibility. Only fools and tyrants deny the inevitable.

imagine a business problem as a maze. One person might be motivated to make it through the maze as quickly and safely as possible in order to get a tangible reward, such as money—the same way a mouse would rush through for a piece of cheese. This person would look for the simplest, most straightforward path and then take it. In fact, if he is in a real rush to get that reward, he might just take the most beaten path and solve the problem exactly as it has been solved before.

If you looked at the map of idea formation that Dunbar created, the ground zero of innovation was not the microscope. It was the conference table.

what is genuine emotion and what is business strategy. The modern condition.

The quality most desirable in a CEO? According to a global survey conducted by IBM of 1,500 top executives in sixty countries: creativity.

The early bird gets the worm, but the second mouse gets the cheese

smarter people tend to think more like economists