A Quote by Alan G. Lafley
Let's execute along this strategy, but know that we'll probably get some of this wrong, so be open to changing it.
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When you're in operations, the best thing you can do at the top level is get the strategy right. You have to get the big ideas right, you have to determine what is the policy, what is the level of effort you're willing to commit to it? And then you delegate to those who have to execute that strategy to the appropriate level. What's the appropriate level? It's the level where people are trained and equipped to take decisions so we move swiftly against the enemy.
After formulating and communicating the right strategy and optimizing operations to execute that strategy, CEOs and other top leaders then must be able to build management teams that truly understand the big picture.
Mistakes are at the very base of human thought, embedded there, feeding the structure like root nodules. If we were not provided with the knack for being wrong, we could never get anything useful done. We think our way along by choosing between right and wrong alternatives, and the wrong choices have to be made as often as the right ones. We get along in life this way.
I like guys who know how to implement a strategy. The ones who make a fight look easy. But there's no easy fight, even if you win in 30 seconds, that only means you were able to execute your strategy correctly and induced your opponent to make a mistake. Those are the champions. That's why they are the champions.
Not changing your strategy merely because you're used to the one you have now is a lousy strategy.
We're going to open up the libel laws. So when they write falsely, we can sue the media and we can get this story corrected and get damages. I would absolutely work to open up the libel laws. If you write something that's wrong, and at least, knowingly wrong but wrong, a person like me and other people can bring a lawsuits to have it corrected and to get damage.
Most leaders would agree that they’d be better off having an average strategy with superb execution than a superb strategy with poor execution. Those who execute always have the upper hand.
Most people in the media aren't bad people. They just go along to get along and it's the group culture and the conditioning. As soon as they see that things are wrong, some of them will start speaking out and making a stand.
Nothing wrong with changing your mind. That's a very unwaffling thing to say: "Nothing wrong..." Who am I to say that there's nothing wrong with it? Maybe something is wrong with changing your mind. Anyway, love is very, very difficult. I love. But probably because I hate myself on some deep, sick level, it makes loving difficult. But I do try.
A change of strategy suggests there is a strategy. I don't see a strategy that deals with - that concerns with dealing wit with ISIL overall. There is some sort of strategy for dealing with it in Iraq. I'm not sure there is one in Syria. And Libya is another problem altogether.
We have built brands that resonate deeply with our customers. Our strategy to grow these brands is clear, and we have strong teams in place to execute this strategy. That is our formula for success.
I believe that you have to understand the economics of a business before you have a strategy, and you have to understand your strategy before you have a structure. If you get these in the wrong order, you will probably fail.
Regardless of what happens in the markets, stick to your investment program. Changing your strategy at the wrong time can be the single most devastating mistake you can make as an investor.
Some films go so well, and some films are disappointing. It's the beauty of the craft. You get it right, and you get it wrong. You have tremendous highs, and you have tremendous lows. Hopefully, you learn from them and become better, as you go along.
There's nothing wrong with the fashion industry. What's wrong is changing yourself for something you don't really care about just to get somewhere faster.
Strategy is, at some level, the ability to predict what's going to happen, but it's also about understanding the context in which it is being formulated. And then you have to be open-minded to the fact that you're not going to get it right at the very beginning.
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