We don't have much in the way of a business strategy. Like no business plan. Which I say to torment all my friends who are VCs or MBAs. That's always entertaining. The deal is, it's a mixture of luck and persistence.
An organization's ability to learn, and translate that learning into action rapidly, is the ultimate competitive advantage.
The biggest risk is not taking any risk... In a world that changing really quickly, the only strategy that is guaranteed to fail is not taking risks.
Strategy without tactics is the slowest route to victory. Tactics without strategy is the noise before defeat.
Business strategy is the battleplan for a better future.
The essence of strategy is choosing what not to do.
Sound strategy starts with having the right goal
There is nothing so useless as doing efficiently that which should not be done at all.
A satisfied customer is the best business strategy of all.
In real life, strategy is actually very straightforward. You pick a general direction and implement like hell.
The best way to predict the future is to invent it.
If everyone is thinking alike, then somebody isn't thinking.
What business strategy is all about-what distinguishes it from all other kinds of business planning-is, in a word, competitive advantage. Without competitors there would be no need for strategy, for the sole purpose of strategic planning is to enable the company to gain, as efficiently as possible, a sustainable edge over its competitors.
However beautiful the strategy, you should occasionally look at the results.
The best way to predict the future is to create it.
A business that makes nothing but money is a poor business.
In preparing for battle I have always found that plans are useless, but planning is indispensable.
Leadership is a potent combination of strategy and character. But if you must be without one, be without the strategy.
Victorious warriors win first and then go to war, while defeated warriors go to war first and then seek to win.
Plans are only good intentions unless they immediately degenerate into hard work.
If you can't describe your strategy in twenty minutes, simply and in plain language, you haven't got a plan. 'But,' people may say, 'I've got a complex strategy. It can't be reduced to a page.' That's nonsense. That's not a complex strategy. It's a complex thought about the strategy.
Sometimes when you innovate, you make mistakes. It is best to admit them quickly, and get on with improving your other innovations.
The best way to predict the future is to study the past, or prognosticate.
You may not be interested in strategy, but strategy is interested in you.
The general who wins the battle makes many calculations in his temple before the battle is fought. The general who loses makes but few calculations beforehand.
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