Quotes About Planning

What you forget when you're planning a hijack by yourself is somewhere along the line, you might need to neglect your hostages just long enough so you can use the bathroom

Indeed it is, Kate,' Marak agreed. 'It's time to plan your revenge. Goblins just adore revenge.' He grinned. 'Do you have anything in mind?' Kate was taken aback. 'Revenge is wrong,' she told him solemnly. 'Vengeance belongs to God.' The goblin put his head to one side and watched her through narrowed eyes. 'You won't even give God a little help?' he asked softly.

As Henry Ford once put it, "If you need a machine and don't buy it, then you will ultimately find that you have paid for it and don't have it.

If good management practice drives the failure of successful firms faced with disruptive technological change, then the usual answers to companies, problems—planning better, working harder, becoming more customer- driven, and taking a longer-term perspective—all exacerbate the problem.

The trap many people fall into is to allocate their time to whoever screams loudest, and their talent to whatever offers them the fastest reward. That's a dangerous way to build a strategy.

But do you know what? Gravity doesn't care! It will always pull things down, and I may as well plan on it.

If you need a machine and don't buy it, then you will ultimately find that you have paid for it and don't have it.

Discovery-driven planning

If we can't see beyond what's close by, we're relying on chance—on the currents of life—to guide us. Good theory helps people steer to good decisions—not just in business, but in life, too.

Incompetence, bureaucracy, arrogance, tired executive blood, poor planning, and short-term investment horizons obviously have played leading roles in toppling many companies.

While some people will argue that you should always have the next five years of your life planned out, others have followed a strategy of just seeing what has come along and will tell you that it's worked well for them.

The resource allocation process determines which deliberate and emergent initiatives get funded and implemented, and which are denied resources.

Called discovery-based planning, it suggests that managers assume that forecasts are wrong, rather than right, and that the strategy they have chosen to pursue may likewise be wrong. Investing and managing under such assumptions drives managers to develop plans for learning what needs to be known, a much more effective way to confront disruptive technologies successfully.

how you allocate your own resources can make your life turn out to be exactly as you hope or very different from what you intend.

Rita G. McGrath and Ian C. MacMillan, "Discovery-Driven Planning," Harvard Business Review, July–August, 1995, 4–12.

Companies stumble for many reasons, of course, among them bureaucracy, arrogance, tired executive blood, poor planning, short-term investment horizons, inadequate skills and resources, and just plain bad luck.

Then, having finished with his gesture of remorse, he sat down, like any decent man who has been deeply wronged, and planned murder.

is almost a certainty that a well-planned offense will defeat an unplanned defense every single time.

He had the gift of all great tacticians. He could focus on the smallest detail and never lose sight of the overall picture.

The backbone of surprise is fusing speed with secrecy.

Focus on the big picture, not the numbers.

Our research reveals that most companies' strategic planning process keeps them wedded to red oceans. The process tends to drive companies to compete within existing market space.

no debemos permitir que lo que podemos hacer ahora condicione nuestro punto de vista sobre lo que se necesita hacer para ganar mañana. Nuestro enfoque es de pizarra limpia».

Strategic move will be well placed to create multiple blue oceans over time, thereby continuing to deliver high growth and profits over a sustained period.