Quotes & Sayings About Vision And Strategy

Leaders win through logistics. Vision, sure. Strategy, yes. But when you go to war, you need to have both toilet paper and bullets at the right place at the right time. In other words, you must win through superior logistics. — Tom Peters

Talent is the No. 1 priority for a CEO. You think it's about vision and strategy, but you have to get the right people first. — Andrea Jung

Entrepreneurship is when an individual retrieves a red hot idea from the creativity furnace without the constraint of the heat of lean resources, and with each persistent blow of the innovation hammer shapes the still malleable idea against the anvil of passion, vision, insight, strategy, and principles to forge a fitting vessel of a creative concern. — Amah Lambert

Lots of people have a vision, but what we need is a viable transition strategy, my ever-thoughtful friend Herb Barbolet insists. Food advocates (and of course, we'll be changing that word to problem-solvers) are too removed from sources of power, resources, and public support to be able to implement anything like a comprehensive vision for wholesale change of the food system in anything like the immediate future. But we can move to transition phase. — Wayne Roberts

The Strauss Group identified water as a strategic category presenting significant business opportunity in line with the Group's long term business strategy and vision. We view the development of a technology that enables high quality drinking water for both home and offices as a means to improve the quality of life of millions of people. — Ofra Strauss

We're doing some very exciting, bold things, pioneering content on mobile and for broadband, ... My vision is to say, as we take the strategy forward, we are doing it to deliver public remit. We're thinking less and less about C4 and more about the brand family. — Tim Duncan

An Incoherent Strategy When a company's value curve looks like a bowl of spaghetti - a zigzag with no rhyme or reason, where the offering can be described as "low-high-low-low-high-low-high" - it signals that the company doesn't have a coherent strategy. Its strategy is likely based on independent substrategies. These may individually make sense and keep the business running and everyone busy, but collectively they do little to distinguish the company from the best competitor or to provide a clear strategic vision. This is often a reflection of an organization with divisional or functional silos. — W.Chan Kim

As I said before, a big part of my strategy says - and the management team I think is in agreement with this - we don't have to be out there with a lot of noise all the time. What we need to do is paint a vision for customers, promise them deliverables, and go hit at it. — Sanjay Kumar

The goals of applying scoreboard are to translate the vision and strategic planning into operational goals; communicate strategy and link it to individual performance. — Pearl Zhu

Until I came to IBM, I probably would have told you that culture was just one among several important elements in any organization's makeup and success - along with vision, strategy, marketing, financials, and the like ... I came to see, in my time at IBM, that culture isn't just one aspect of the game, it is the game. In the end, an organization is nothing more than the collective capacity of its people to create value. — Lou Gerstner

Leaders establish the vision for the future and set the strategy for getting there. — John P. Kotter

Long-term vision and product strategy. — Bill Gates

We expected that good-to-great leaders would begin by setting a new vision and strategy. We found instead that they first got the right people on the bus, the wrong people off the bus, and the right people in the right seats - and then they figured out where to drive it. — James C. Collins

We believe this combination of excellence in operations and strong execution of our strategy is critical to achieve our vision. We will continue to focus on both in future as well. — Azim Premji

You've got to eat while you dream. You've got to deliver on short-range commitments, while you develop a long-range strategy and vision and implement it. The success of doing both. Walking and chewing gum if you will. Getting it done in the short-range, and delivering a long-range plan, and executing on that. — Jack Welch

Building a visionary company requires one percent vision and 99 percent alignment. — James C. Collins

The key thing, the one thing that almost every current and former federal prosecutor who lived through this period talks about, is that in the early years of the Obama administration, a huge premium was placed on not losing. Breuer and Holder acted like the corporate stewards they were and gravitated toward a bottom-line strategy of prosecution. They became attracted to a cost-benefit-analysis vision of law enforcement, where the key questions weren't Who did what? and What the hell should we do about it? but Will we win? and How badly will the press screw us if we lose? — Matt Taibbi

Somebody asked me 'what's the job of a CEO', and there's a number of things a CEO does. What you mostly do is articulate the vision, develop the strategy, and you gotta hire people to fit the culture. If you do those three things, you basically have a company. And that company will hopefully be successful, if you have the right vision, the right strategy, and good people. — Brian Chesky

Netanyahu and his coalition have no strategy of their own except endless counterinsurgency against the backdrop of a steadily deteriorating diplomatic positionThe operation in Gaza is not Netanyahu's strategy in excess; it is Netanyahu's strategy in its entirety. The liberal Zionist, two-state vision(that) once commanded a mainstream position within Israeli political life has been relegated to a left-wing rump within it. — Jonathan Chait

Novell has the necessary resources to be a much more profitable enterprise but it currently lacks the vision, strategy and execution to produce respectable returns. — Maynard James Keenan

The disparity between the vision and the reality establishes a gap. And what fills that gap is strategy. — Nancy Ortberg

Walker covers the mouthpiece of the phone and holds it out for me. "John, uh, I have the president on the line for you."
I stare at her. "What? Seriously?"
Walker nods. "He's apparently ... um, changed his opinion on fully supporting the Loric. He wants you in Washington right away to discuss strategy."
[ ... ]
I'm about to talk to the president. I shake my head, eyeing Walker. "This isn't some kind of trick, is it?"
"No," Walker says, shaking the phone at me. "He's for real. It sounds nuts but, apparently, his older daughter just experienced some kind of ... vision? Where you gave a speech?"
Sam can't hold back the laughter. "Get out! — Pittacus Lore

**New business concepts are always, always the product of lucky foresight.**
That's right - the essential insight doesn't come out of any dirigiste planning process; it comes form some cocktail of happenstance, desire, curiosity, ambition and need. But at the end of the day, there has to be a degree of foresight
a sense of where new riches lie. So radical innovation is always one part fortuity and one part clearheaded vision.
[first-line bold by author]
[2002] p.23 — Gary Hamel

A vision and strategy aren't enough. The long-term key to success is execution. Each day. Every day. — Richard M. Kovacevich

If you are a warrior, decency means that you are not cheating anybody at all. You are not even about to cheat anybody. There is a sense of straightforwardness and simplicity. With setting-sun vision, or vision based on cowardice, straightforwardness is always a problem. If people have some story or news to tell somebody else, first of all they are either excited or disappointed. Then they begin to figure out how to tell their news. They develop a plan, which leads them completely away from simply telling it. By the time a person hears the news, it is not news at all, but opinion. It becomes a message of some kind, rather than fresh, straightforward news. Decency is the absence of strategy. It is of utmost importance to realize that the warrior's approach should be simple-minded sometimes, very simple and straightforward. That makes it very beautiful: you having nothing up your sleeve; therefore a sense of genuineness comes through. That is decency. — Chogyam Trungpa

If there is genuine potential for growth, build capacity in advance of demand, as a strategy for creating demand. Hold the vision, especially as regards assessing key performance and evaluating whether capacity to meet potential demand is adequate. — Peter Senge

Leadership is about setting a direction. It's about creating a vision, empowering and inspiring people to want to achieve the vision, and enabling them to do so with energy and speed through an effective strategy. In its most basic sense, leadership is about mobilizing a group of people to jump into a better future. — John P. Kotter

Keeping it simple, you have a vision of what you are to become and a strategy for making that happen. — Pearl Zhu

Once you create and dominate a niche market, then you should gradually expand into related and slightly broader markets. Amazon shows how it can be done. Jeff Bezos's founding vision was to dominate all of online retail, but he very deliberately started with books. There were millions of books to catalog, but they all had roughly the same shape, they were easy to ship, and some of the most rarely sold books - those least profitable for any retail store to keep in stock - also drew the most enthusiastic customers. Amazon became the dominant solution for anyone located far from a bookstore or seeking something unusual. Amazon then had two options: expand the number of people who read books, or expand to adjacent markets. They chose the latter, starting with the most similar markets: CDs, videos, and software. Amazon continued to add categories gradually until it had become the world's general store. The name itself brilliantly encapsulated the company's scaling strategy. — Peter Thiel

A clear mission statement describes the values and priorities of an organization. Developing a mission statement compels strategists to think about the nature and scope of present operations and to assess the potential attractiveness of future markets and activities. A mission statement broadly charts the future direction of an organization. A mission statement is a constant reminder to its employees of why the organization exists and what the founders envisioned when they put their fame and fortune at risk to breathe life into their dreams. — Fred R. David

When a plan or strategy fails, people are tempted to assume it was the wrong vision. Plans and strategies can always be changed and improved. But vision doesn't change. Visions are simply refined with time. — Andy Stanley

Transmit your vision emotionally by gaining credibility, demonstrating passion, establishing relationships and communicating a felt need. Transmit it logically by confronting reality, formulating strategy, accepting responsibility, celebrating victory and learning from defeat. — John C. Maxwell

Opposing what's wrong is a halfway measure at best. A rebel must also have a vision for something better, a strategy for moving toward that vision and a capacity to rally and join with others in achieving it. If the anger that drives rebellion is not transformed into the hope that inspires movement communities, it will do more harm than good. — Parker J. Palmer

Hope without a strategy doesn't generate leadership. Leadership comes when your hope and your optimism are matched with a concrete vision of the future and a way to get there. People won't follow you if they don't believe you can get to where you say you're going. — Seth

One forceful CEO recently lamented to me about the absence of "real leaders" in his organization. He felt his company was full of compliant people, not committed visionaries. This was especially frustrating to a man who regards himself as a skilled communicator and risk taker. In fact, he is so brilliant at articulating his vision that he intimidates everyone around him. Consequently, his views rarely get challenged publicly. People have learned not to express their own views and visions around him. While he would not see his own forcefulness as a defensive strategy, if he looked carefully, he would see that it functions in exactly that way. — Peter M. Senge

President Obama and our all-of-the-above energy strategy is the real deal. We are proud of the fact that we are importing less oil than at any time in modern history, and it has been because of the president's vision and courage. — Ken Salazar