Quotes About Execution

In psychiatry there is a certain condition known as "delusion of reprieve." The condemned man, immediately before his execution, gets the illusion that he might be reprieved at the very last minute. We, too, clung to shreds of hope and believed to the last moment that it would not be so bad.

T]he danger never lies in a technique in itself, but solely in the spirit in which the technique is applied and handled.

In psychiatry there is a certain condition known as "delusion of reprieve." The condemned man, immediately before his execution, gets the illusion that he might be re- prieved at the very last minute.

that any form of government that required the repression, imprisonment, and execution of those who disagreed with it was certainly not a government of the people.

I have in my head many projects that were begun and interrupted at various times...I simply shall not pursue them if the time remaining before my execution is not sufficient for their ordelry conclusion.

When people understand what is expected of them, political jockeying and favoritism are minimized, and people can focus on executing the strategy rapidly.

To produce a high-performing and sustainable blue ocean strategy, you need to ask the following questions. Are your three strategy propositions aligned in pursuit of differentiation and low cost? Have you identified all the key stakeholders, including external ones on which the effective execution of your blue ocean strategy will depend? Have you developed compelling people propositions for each of these to ensure they are motivated and behind the execution of your new idea?

By violating fair process in making and rolling out strategies, managers can turn their best employees into their worst, earning their distrust of and resistance to the very strategy they depend on them to execute. But if managers practice fair process, the worst employees can turn into the best and can execute even difficult strategic shifts with their willing commitment while building their trust.

Cómo la estrategia moldea la estructura» explica la forma de seleccionar el enfoque correcto y, sea cual sea la estrategia seleccionada, cómo alinear tres propuestas estratégicas: una propuesta de valor que atraiga a los compradores, una propuesta de beneficio que permita a la compañía ganar dinero con esta propuesta de valor, y una propuesta a las personas que motive a los que trabajan con o para la compañía a ejecutar la estrategia.

As of yet there has been no theory or process for true strategy creation.

To undertake executions for the master executioner [Heaven] is like hewing wood for the master carpenter.Whoever undertakes to hew wood for the master carpenter rarely escapes injuring his own hands.

We're more of a bag-and-tag operation.

You must be in charge from the start of each cycle, to the reviews, and to the follow-up steps you take to make sure the things that are supposed to happen do, in fact, happen. This is how you acquire both the knowledge and the authority to run the business as an integrated, reality-based whole. It is how you ultimately assure that all three processes are linked.

If you can't describe your strategy in twenty minutes, simply and in plain language, you haven't got a plan.

Operations To execute well there must be accountability, clear goals, accurate methods to measure performance, and the right rewards for people who perform. But now, more than ever before, leaders need to design flexible operating plans. In the past a company might make one or perhaps two profound changes in its operations each year.

KNOW YOUR PEOPLE AND KNOW YOUR BUSINESS. In Execution we stress the need for domain knowledge, the kind of granular understanding of how the business makes money that goes beyond profit and loss statements.

Execution has to be a part of a company's strategy and its goals. It is the missing link between aspirations and results. As such, it is a major—indeed, the major—job of a business leader. If you don't know how to execute, the whole of your effort as a leader will always be less than the sum of its parts.

There are seven essential behaviors that form the first building block of execution: Know your people and your business. Insist on realism. Set clear goals and priorities. Follow through. Reward the doers. Expand people's capabilities. Know yourself.

If you have leaders with the right behavior, a culture that rewards execution, and a consistent system for getting the right people in the right jobs, the foundation is in place for operating and managing each of the core processes effectively.

Follow-through is the cornerstone of execution, and every leader who's good at executing follows through religiously. Following through ensures that people are doing the things they committed to do, according to the agreed timetable.

To understand execution, you have to keep three key points in mind: Execution is a discipline, and integral to strategy. Execution is the major job of the business leader. Execution must be a core element of an organization's culture.

Much has been written about Jack Welch's style of management—especially his toughness and bluntness, which some people call ruthlessness. We would argue that the core of his management legacy is that he forced realism into all of GE's management processes, making it a model of an execution culture.

Success comes from what you do, not from what you say you are going to do.

One shot, one kill," Jonah said. "That's the sniper motto.