There’s a fundamental distinction between strategy and operational effectiveness.
The purpose of the corporation must be redefined as creating shared value, not just profit per se. This will drive the next wave of innovation and productivity growth in the global economy.
Sound strategy starts with having the right goal.
Finally, strategy must have continuity. It can’t be constantly reinvented.
Risk is a function of how poorly a strategy will perform if the ‘wrong’ scenario occurs.
The thing is, continuity of strategic direction and continuous improvement in how you do things are absolutely consistent with each other. In fact, they’re mutually reinforcing.
The ability to change constantly and effectively is made easier by high-level continuity.
The underlying principles of strategy are enduring, regardless of technology or the pace of change.
Companies operating in urban communities have a tremendous ripple effect.
You can’t be all things to all people.
In the vast majority of businesses, there is simply no such thing as ‘the best,’
Billions are wasted on ineffective philanthropy. Philanthropy is decades behind business in applying rigorous thinking to the use of money.
The chief strategist of an organization has to be the leader – the CEO.
Change brings opportunities. On the other hand, change can be confusing.
Strategy is choice. Strategy means saying no to certain kinds of things.
Good leaders need a positive agenda, not just an agenda of dealing with crisis.
Technology has given us this wonderful opportunity to have low energy costs. We have to seize that, rather than keep debating and discussing and fighting over it.
Strategic thinking rarely occurs spontaneously.
Efforts to preserve all industries will lower the national standard of living.
If all you’re trying to do is essentially the same thing as your rivals, then it’s unlikely that you’ll be very successful.
Operational effectiveness and strategy are both essential to superior performance.