Quotes About Planning

The strategist is a chess player thrown into life.

A person who doesn't have a structured way of writing their goals will experience disorder, even in the comfort zone.

Strategy is not about doing things…it's about doing things deliberately.

It is incredibly important to set goals for your business, as if you have no direction for your business, your online business will be a failure.

You have to visualize a second or two ahead of your car what line you are taking, what you are going to do, before you get there because it comes too fast.

If you attack the Clintons publicly, make sure all your friends know that you are not planning suicide, that you're not careless when you drive a car.

I would not advise people to buy a car or house without making a list. You will probably improve your intuitions by making a list and then sleeping on it.

You want to dig your well where you have the best chance of finding water with the least amount of digging

If the most important thing for your project is to put on a circus, then you have less chance of winning things.

Until we can manage time, we can manage nothing else.

Meetings are by definition a concession to deficient organization For one either meets or one works. One cannot do both at the same time.

Successful careers are not planned. They develop when people are prepared for opportunities because they know their strengths, their method of work, and their values.

plan, organize, integrate, motivate, and measure.

The people who get nothing done often work a great deal harder. In the first place, they underestimate the time for any one task. They always expect that everything will go right. Yet, as every executive knows, nothing ever goes right. The unexpected always happens—the unexpected is indeed the only thing one can confidently expect.

Today is always the result of actions and decisions taken yesterday. Man, however, whatever his title or rank, cannot foresee the future. Yesterday's actions and decisions, no matter how courageous or wise they may have been, inevitably become today's problems

The oft-repeated quip, "I'm sorry to write you a long letter, as I did not have time to write a short one," could be applied to meetings: "I'm sorry to imprison you in this long meeting, as I did not have time to prepare a short one.

bulldozers move mountains; ideas show where the bulldozers should go to work.

Entrepreneurial management in the new venture has four requirements: It requires, first, a focus on the market. It requires, second, financial foresight, and especially planning for cash flow and capital needs ahead. It requires, third, building a top management team long before the new venture actually needs one and long before it can actually afford one. And finally, it requires of the founding entrepreneur a decision in respect to his or her own role, area of work, and relationships.

A well-managed plant, I soon learned, is a quiet place. A factory that is "dramatic," a factory in which the "epic of industry" is unfolded before the visitor's eyes, is poorly managed. A well-managed factory is boring. Nothing exciting happens in it because the crises have been anticipated and have been converted into routine.

Peter F. Drucker

Managements must look at every unexpected success with the questions: (1) What would it mean to us if we exploited it? (2) Where could it lead us? (3) What would we have to do to convert it into an opportunity? And (4) How do we go about it? This means, first, that managements need to set aside specific time in which to discuss unexpected successes; and second, that someone should always be designated to analyse an unexpected success and to think through how it could be exploited.

Management by drive, like management by 'bellows and meat ax,' is a sure sign of confusion. It is an admission of incompetence. It is a sign that management does not know how to plan. But, above all, it is a sign that the company does not know what to expect of its managers – that, not knowing how to direct them, it misdirects them.

Planning and doing are separate parts of the same job; they are not separate jobs. There is no work that can be performed effectively unless it contains elements of both. One

Drucker highlights two common ingredients: preparation with a clear purpose in mind ("why are we having this meeting?") and disciplined follow-up.