 |
Clarify your vision and you will make better decisions about people, processes, finances, strategies, and customers.
|
29 |
 |
The simplified approach to strategic planning is generally the best approach.
|
34 |
 |
With life and business moving as fast as it does in the 21st century, there is little value in detailed strategic planning beyond a three-year window. A lot can change during that time span.
|
66 |
 |
The trend of twenty-first-century business to become more horizontal, in fact, creates fertile conditions for leadership strategies that thrive in decentralized environments.
|
100 |
 |
You can’t rewire people’s brains… all you can do is try to find roles within the new strategy that play to your employees’ talents.
|
147 |
 |
As with all focus-on-strengths strategies, devising a support system is more productive and more fun than trying to fix the weakness.
|
186 |
 |
With large-scale change, visions and strategies are the hard part because they require venturing into unknown territory. And if they’re not set correctly, you’re dead.
|
68 |
 |
Strategic plans motivate few people, but a compelling vision can appeal to the heart and motivate anyone.
|
69 |
 |
Strategic alignment is when managers and employees can see a seamless connection between what they are asked to do and what the organization stands for and is trying to get done.
|
114 |
 |
The essence of strategy is choosing what not to do. – Michael Porter
|
163 |
