Quotes About Implementation

Convert your knowledge into product

Get your idea into image and find ways to convert it into tangible product

I endorse a lot of people - sometimes people say I endorse too many books. And my response has always been the same: If I can get one case study that can give me one good idea that I can implement for $25, or for these days one-third of that on Kindle, I've gotten a very good deal.

I can tell you, Obamacare, I have been stunned by the pratfalls associated with its implementation. I simply can't understand how a president that had such an effective technology campaign and has such support among the technology community members could have put in place the implementation of Obamacare as ineffectively as he did.

I work a little bit of slower, methodical pace. I'm able to implement certain different styles depending on who my opponent is.

First, I take a lot of time to just explain my vision of what the game should be to the team. Then I make all subsequent decisions based on how I want to feel when I buy the game, and what impressions I want to have of it. I then go about implementing the little points that will lead up to that finished product.

You can read about it all you want, but there is no substitute for just doing it.

You cannot plough a field by turning it over in your mind.

After all is said and done, a lot more will be said than done.

Please be assured that as we move along through the implementation of health insurance reform, making sure that we find efficiencies within the existing system, is foremost on the President's mind.

The best way to succeed in this world is to act on the advice you give to others.

A leader knows what's best to do; a manager knows merely how best to do it.

We have a strategic plan. It's called 'doing things'.

In the end, a vision without the ability to execute it is probably a hallucination.

Theory is splendid but until put into practice, it is valueless.

Whatever policy we adopt, there must be an energetic prosecution of it. For this purpose it must be somebody's business to pursue and direct it incessantly.

Converting a decision into action requires answering several distinct questions: Who has to know of this decision? What action has to be taken? Who is to take it? And what does the action have to be so that the people who have to do it can do it? The first and the last of these are too often overlooked—with dire results.

Many brilliant people believe that ideas move mountains. But bulldozers move mountains; ideas show where the bulldozers should go to work.

while almost every large organization has an appraisal procedure, few of them actually use it.

The greatest wisdom not applied to action and behavior is meaningless data.

The first two practices gave them the knowledge they needed. The next four helped them convert this knowledge into effective action. The last two ensured that the whole organization felt responsible and accountable.

But it is meaningless to speak of short-range and long-range plans. There are plans that lead to action today—and they are true plans, true strategic decisions. And there are plans that talk about action tomorrow—they are dreams, if not pretexts for nonthinking, nonplanning, nondoing. The

The aim of strategic planning is action now.

There are dangers in this model of succumbing to "committee-itis." If too many people are jointly responsible for the execution of firm business, the chances that implementation will be deferred increase exponentially.