Quotes About Foresight

Intuition works best when you remember that "tuition" is part of it. You need to have paid ahead of time (ie done your prep work) so as to prepare the ground for intuition.

The way we look at manufacturing is this: the U.S.'s strategy should be to skate where the puck is going, not where it is.

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

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 grew up in South Central Los Angeles in the '80s, back when it just wasn't a cool scene. But my mother had the foresight to look for a number of projects that would keep us away from the streets.

I would say my strengths are vision and strategy.

Smell is a long-distance sense, a way of stretching time and finding out in advance what lies ahead.

I think a construction project for me is like writing a novel. I can't do the project unless I can envision sort of the whole structure and see what the end result might be.

Remember, the goal of structured futures thinking is to come up with a picture of possible futures that will help to inform strategic decisions.

I'm not a big fan of introducing a bunch of new mysteries into a story without really knowing where they're going because you just end up struggling at the end to make sense of them and make it all seem like you planned it all along.

It helps to be able to see things before your opponent. In futsal, you have less time to think so make decisions faster than most. You know what is coming. It may not always work, but an understanding is generated through futsal.

You never show what you are going to do; you always do what the opponent doesn't expect.

I've always liked to think ahead. Not stupid-far ahead. A hundred years doesn't interest me. But 20 years interests me, and more for what happens to humans as opposed to things.

I originally invested in Dropcam because I foresaw what the company and their products could do for consumers and the industry. I've been deeply impressed with what they've done in such little time, and I'm confident that they'll continue to exceed my expectations.

Orwell had a very accurate foresight of today's dystopian world we live in. If only he was around to see it.

If you do outline, you have to be aware of the problems that that kind of thing can cause.

Look several months ahead, see where the obstacles lie, and figure out ways to overcome them.

Meaningful acts of leadership usually cause people to accept some short-term pain (extra cost or effort, delayed gratification) in order to increase the long-term benefit. We need leadership for this, because we all tend to be short-term thinkers.

Call it a hunch; and hunches don't just materialise, you pay for them with hard-earned experience. No such thing as a free hunch.

A Third Generation military focuses outward, on the situation, the enemy, and the result the situation requires,

Saddle your dreams before you ride them.

Some people care more about that happened a 100 thousand years ago than they care where they will be in 100 years from now.

in life, you must always plan your moves. Think before you act. Move toward a favorable outcome.