Quotes About Planning

It's a lot of work organizing something, whether it's a show or a book, and I don't want to do it every day.

When I'm not actually doing my work, I'm planning it or thinking about it or reading things that on some level are transformed into performance fantasies. I have no active interests.

No matter what your work today, if it is worth while at all - time to plan it out, time to do it well, and time to finish it, is your day's greatest gift and your greatest job.

You know, a low budget, you have to work harder. You have to plan well; you don't have much time to rehearse.

I'm one of these very focused people when it comes to day-to-day work, and I'm trying not to think about what comes next so that I can stay very focused on what I'm doing now.

The way that I work is that I try to work in metaphors, and you can't write a metaphor unless you know where you're going, so I always think about the future.

I have a number of writers I work with regularly. I write an outline for a book. The outlines are very specific about what each scene is supposed to accomplish.

Ignore the junk news - work on a worthwhile project, make a plan, or do something to enhance your life.

Disasters occur organically in my work, in that that's the way my thinking tends, more than that's what I start out by planning. I'm sort of a catastrophist.

While looking ahead, we know challenges remain, but we are encouraged by the strategies we have in place to improve our operational efficiencies and performance.

In games, you have plans, you have strategies, and you follow them.

No matter what strategies you make, if you don't get the right script, everything is going to go down.

Change is not a destination, just as hope is not a strategy.

Communication and communication strategy is not just part of the game - it is the game.

What do you want to get done? In what order of importance? Over what period of time? What is the time available? What is the best strategy for application of time to projects for the most effective results?

The entrance strategy is actually more important than the exit strategy.

The essence of strategy is choosing what not to do.

There's a fundamental distinction between strategy and operational effectiveness.

There must be an opportunity that matches with our strategy. Just because we have a gap, we don't want to go and acquire anything and everything. What we acquire should fit in with our strategy, human resources and market expectations.

It's important to have a really clear strategy so when you are in business, you only have to make micro-strategy changes.

The main thing is strategy. It's not just come in and duke it out and fight.

Strategy is, at some level, the ability to predict what's going to happen, but it's also about understanding the context in which it is being formulated. And then you have to be open-minded to the fact that you're not going to get it right at the very beginning.

I don't really have any strategy for my career.

Strategy is not really a solo sport - even If you're the CEO.