Quotes About Planning

Every financial worry you want to banish and financial dream you want to achieve comes from taking tiny steps today that put you on a path toward your goals.

If you don't try to create the future you want, you must endure the future you get.

I carry a notebook full of sketches of pictures I want to take - they are really scruffy sketches, but at least I am going out there with a clear objective.

There are three ways that men get what they want: by planning, by working, and by praying.

Top people have very clear goals. They know who they are and they know what they want. They write it down and they make plans for its accomplishment.

You design the life you want to have.

Be mindful of the link between present action and desired future outcome. Ask yourself: if I repeat today's actions 365 times, will I be where I want to be in a year?

Young entrepreneurs should spend an awful lot of time thinking about what they want to go into.

Most investors want to do today what they should have done yesterday.

I design my shots. I walk the rehearsal as the camera and say 'this is where I want to be... I want this look.

Fortune tellers live in the future. So do people who want to put things off. So do fundamentalists.

The time you want the map... is before you enter the woods

I expect to spend the rest of my life in the future, so I want to be reasonably sure of what kind of future it's going to be. That is my reason for planning.

The Great Armada of Spain was probably the worst-kept secret in sixteenth-century Europe. Philip's government was notoriously leaky; indeed some of the king's most secret planning was known in the states of Italy, long skilled at gathering foreign

Think beforehand about afterwards — whatever you decide to do, think ahead about the consequences.

Time spent on reconnaissance is seldom wasted.

his abilities, of course. He was always intending

What cannot be made simple cannot be made clear and what is not clear will not get done.

And even if we make good plans based on the best information available at the time and people do exactly what we plan, the effects of our actions may not be the ones we wanted because the environment is nonlinear and hence is fundamentally unpredictable. As time passes the situation will change, chance events will occur, other agents such as customers or competitors will take actions of their own, and we will find that what we do is only one factor among several which create a new situation.

Budgets were originally designed as control mechanisms. As such they are traps …

In 1911, Frederick Winslow Taylor's classic The Principles of Scientific Management enshrined the machine model for several generations. This approach to management rests on three premises: 1 In principle it is possible to know all you need to know to be able to plan what to do. 2 Planners and doers should be separated. 3 "There is but one right way." A manager was a programmer of robot workers. The essence of management was to create perfect plans and tell people precisely

The big issue was not strategy but executing strategy. There was plenty of activity, but not much action.

We've complemented that with a second office to think about how we need to prepare ourselves for that period 10 or 15 or 20 years from now, by way of investment in our technology, our organization and our people.

Hitler made only one big mistake when he built his Atlantic Wall," the paratroopers liked to say. "He forgot to put a roof on it.