 |
…any company that has made it past the start-up stage is optimized much more for efficiency than for strategic agility – the ability to capitalize and dodge threats with speed and assurance.
|
4 |
 |
In a truly reliable, efficient, agile, and fast enterprise, the network meshes with the more traditional structure…
|
21 |
 |
For speed and agility, you need a fundamentally different way to gather information, make decisions, and implement decisions that have some strategic significance.
|
23 |
 |
The game is about vision, opportunity, agility, inspired action, passion, innovation, and celebration – not just project management…
|
25 |
 |
…a vision that fits a big strategic opportunity and select strategic initiatives… can move you with speed and agility toward the vision.
|
30 |
 |
…agility can enable a successful young firm to run circles around more mature competitors.
|
66 |
 |
The Accelerator processes driving the network serve as a continuous, holistic, and innovative strategic function, one that quickens momentum and agility because it never stops.
|
178 |
 |
…most of us would benefit from being more open more of the time, because it’s in scientist mode that we gain mental agility.
|
27 |
 |
Success depends upon mental agility, a desire and an ability to learn, adaptability, resilience, and creativity as much as hard work and sellable skills.
|
069 |
 |
As the proverbial kitchen fills up, communication and trust break down, egos come into conflict, and the chemistry that fueled innovation and agility becomes destructive. In many cases, this loss of adaptability dooms the enterprise.
|
127 |
