 |
…the old ways of setting and executing new strategies are failing us.
|
4 |
 |
…policies, rules, and procedures, even sensible ones, become barriers to strategic speed.
|
8 |
 |
For speed and agility, you need a fundamentally different way to gather information, make decisions, and implement decisions that have some strategic significance.
|
23 |
 |
Urgency… is not just about this week’s problems but about the strategic threats and possibilities flying at you faster and faster.
|
28 |
 |
…a vision that fits a big strategic opportunity and select strategic initiatives… can move you with speed and agility toward the vision.
|
30 |
 |
If we can successfully implement a new way of running organizations, we can take advantage of the strategic challenges in a rapidly changing world.
|
40 |
 |
Management ensures the stability and efficiency necessary to run today’s enterprise reliably. Leadership creates needed change to take advantage of new opportunities, to avoid serious threats, and to create and execute new strategies.
|
63 |
 |
Change is not easy. We all know that. Larger-scale, strategically important change can be horrendously challenging.
|
109 |
 |
Urgency… means that significant numbers of people wake up each morning and have… a compelling desire to do something to move the organization toward a big strategic opportunity.
|
112 |
 |
When people have a true sense of urgency around a big strategic opportunity, they instinctively look for something they can do each day to push the enterprise…
|
112 |
