A Quote by Bruce Henderson

Any approach to strategy quickly encounters a conflict between corporate objectives and corporate capabilities. Attempting the impossible is not good strategy. It is just a waste of resources.
The smart strategist allows strategy to be shaped by events. Good reactions can make great strategy. Strategy involves competition of goals, and the risk is the difference between those goals and the ability of the organization to achieve them. So part of the risk is created by the strategy.
The opportunities and threats existing in any situation always exceed the resources needed to exploit the opportunities or avoid the threats. Thus, strategy is essentially a problem of allocating resources. If strategy is to be successful, it must allocate superior resources against a decisive opportunity.
You can talk all you want about having a clear purpose and strategy for your life, but ultimately this means nothing if you are not investing the resources you have in a way that is consistent with your strategy. In the end, a strategy is nothing but good intentions unless it's effectively implemented.
I think that the strategy around FYI is really a corporate strategy, and that's that every one of our brands that we invest in have to matter and that we need to commit to building brands and investing in those brands, or we need to get out of that business.
A good strategy is not always successful, but even an "inappropriate" strategy may be an actual strategy. A "bad strategy" is one that doesn't even try to address an important challenge. Instead, it speaks of aspirations, visions of the future, lays out performance goals, or simply lists a bunch of unconnected actions.
Corporate strategy is usually only useful if you get people engaged with helping you to make it work.
The incremental approach without a strategy doesn't improve the strategy.
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.
Impact in advertising today is 80 percent strategy, 20 percent copy. This makes it nearly impossible for good copy to compensate for weak strategy.
Strategy is important, but trust is the hidden variable. On paper you can have clarity around your objectives, but in a low-trust environment, your strategy won't be executed.
There must be an opportunity that matches with our strategy. Just because we have a gap, we don't want to go and acquire anything and everything. What we acquire should fit in with our strategy, human resources and market expectations.
We've got a big happy, one corporate family now uniting the corporate Democrats and the corporate Republicans.
If you believe in a security strategy - a strategy of more friends and fewer enemies, a strategy of greater cooperation and a strategy of keeping America better at home as we grow more diverse - we have to build the minds and hearts to build this kind of world.
Strategy is the articulation of the overall objectives along with general guidelines on achieving those objectives.
Corporate blogging strategy requires some specialist insight in order to understand tone, the definition of micro-niche leaders, and subjects to cover.
The '90s came, and then the 2000s, and we saw radical corporate interest extremism, we've seen the disparity between rich and poor just get bigger, with globalisation and the corporate agenda on the rise ever since.
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