Quotes About Strategy

Today, whenever I'm under pressure to make a decision on a transaction but I don't know what the right one is, I try desperately to postpone it. I'll insist on more information - on doing extra laps around the intellectual parking lot - before committing. I take the same approach with people, too.

Most companies don't have the luxury of focusing exclusively on innovation. They have to innovate while stamping out zillions of widgets or processing billions of transactions.

The goal isn't just to make transactions: it's to make better decisions in the way you run your business. If that's not at the top of every executive's priorities, then they shouldn't be an executive.

Most of Gingrich's moderate positions are rooted in a realpolitik that transcends ideology.

When a club has €200m left on its transfer budget in the final days of the transfer period, why shouldn't they make a higher bid when their initial €70m bid has been rejected?

A lot of people do run well at 60m but can't transfer it to the 100m because there's still 40m to go, and anything can happen in that last section.

I am much more a pitch manager than a general manager. I am one of the few managers who is bored by the transfer market. Our task is growing the players that we have.

Everyone can see that we went for young, talented players under the age of 24 or free transfers where we didn't have to pay a fee for them.

The role of leadership is to transform the complex situation into small pieces and prioritize them.

No matter how hard we might wish, we will not be able to transform China's behavior overnight.

I want to transform state government. What it takes is a strong CEO type... a leader who can drive things.

We need to transform our military forces by focusing on force posture, not force structure.

Strategy is the starting point for a transformation that needs to occur and how that company must change to win.

In this rapidly changing media environment, business transformations need to be closely linked to communications strategies.

The IT organization can't drive or lead a digital transformation. It has to come from the business and the business strategy, because they're fundamental to how a company or an organization evolves.

Our strategic rationale in Happiest Minds was to have disruptive technology, providing a smart, secure, connected experience enabling digital transformation.

You look at today, it's a different situation. You have a game that has been transformed into a game where almost every shot is either an outside shot - a three-point shot - or a dunk.

In chess, knowledge is a very transient thing. It changes so fast that even a single mouse-slip sometimes changes the evaluation.

In the same way we have a long-term plan for building roads, we have to have a long term plan to build transit.

We are in the throes of a transition where every publication has to think of their digital strategy.

Fidelity does have a succession plan in place to ensure a smooth transition.

I try not to hit a swing volley and run back. So my swing volley is kind of that transition to the net. It's been one of my favorite shots ever since I was young.

Against big clubs with fantastic players sometimes you will be pulled back, but still you have to be in the kind of shape where you can transition, be dangerous, or get the ball.

Four-men aren't used to picking up guys pushing the ball in transition. Let alone, somebody getting the rebound and just busting.