Quotes on Strategic

The very essence of leadership is that you have to have vision. You can't blow an uncertain trumpet.

If you know the enemy and know yourself, you need not fear the result of a hundred battles. If you know yourself but not the enemy, for every victory gained you will also suffer a defeat. If you know neither the enemy nor yourself, you will succumb in every battle.

The biggest barriers to strategic renewal are almost always top management's unexamined beliefs.

The enemy is still proud and powerful. He is hard to get at. He still possesses enormous armies, vast resources, and invaluable strategic territories...No one can tell what new complications and perils might arise in four or five more years of war. And it is in the dragging-out of the war at enormous expense, until the democracies are tired or bored or split that the main hopes of Germany and Japan must reside.

Capitalism’s real “grave-diggers” may end up being its own delusional Cardinals, who have turned ideology into faith. Despite their strategic brilliance, they seem to have trouble grasping a simple fact: Capitalism is destroying the planet. The two old tricks that dug it out of past crises-War and Shopping-simply will not work.

A leader takes people where they want to go. A great leader takes people where they don't necessarily want to go, but ought to be.

She had what it took: great hair, a profound understanding of strategic lip gloss, the intelligence to understand the world and a tiny secret interior deadness which meant she didn’t care.

Strategic management is not a box of tricks or a bundle of techniques. It is analytical thinking and commitment of resources to action. But quantification alone is not planning. Some of the most important issues in strategic management cannot be quantified at all.

I do not play chess – I fight at chess. Therefore, I willingly combine the tactical with the strategic, the fantastic with the scientific, the combinative with the positional, and I aim to respond to the demands of each given position.

The two worst strategic mistakes to make are acting prematurely and letting an opportunity slip; to avoid this, the warrior treats each situation as if it were unique and never resorts to formulae, recipes or other people's opinions.

Strategic planning is worthless - unless there is first a strategic vision.

It may seem odd to talk about something as soft and fuzzy as "passion" as an integral part of a strategic framework. But throughout the good-to-great companies, passion became a key part of the Hedgehog Concept.

If you know neither the enemy nor yourself, you will succumb in every battle

I think that America's recovery of a global strategic view is an absolutely essential element of our foreign policy.

For all the tough talk about China during the presidential debates, Romney and Obama evaded any mention of China's suspect human rights record, corruption, and rule of law._x000D_ By not tackling these controversial topics, the candidates are protecting a strategic partnership with China at the expense of essential human values and beliefs.

Iran has little capacity to deploy force. Its strategic doctrines are defensive, designed to deter invasion long enough for diplomacy to set it.

Consciousness of exclusion through naming is acute. Identities seem contradictory, partial, and strategic.

The Kennedy Administration's public pronouncements on the matter suggested that the presence of Soviet nuclear missiles in Castro's Cuba would represent an unacceptable strategic threat to the United States. . . . This urgent transformation of Cuba into an important strategic base - by the presence of these large, long-range, and clearly offensive weapons of sudden mass-destruction - constitutes an explicit threat to the peace and security of all the Americas. . . .

What if free people could live secure in the knowledge that their security did not rest upon the threat of instant U.S. retaliation to deter a Soviet attack, that we could intercept and destroy strategic ballistic missiles before they reached our own soil or that of our allies?

The most important thing you can have is a good strategic asset allocation mix. So, what the investor needs to do is have a balanced, structured portfolio – a portfolio that does well in different environments…. we don't know that we're going to win. We have to have diversified bets.

The thing is, continuity of strategic direction and continuous improvement in how you do things are absolutely consistent with each other. In fact, they're mutually reinforcing.