No decision-making system is going to guarantee corporate success. The strategic decisions that corporations have to make are of mind-numbing complexity. But we know that the more power you give a single individual in the face of complexity and uncertainty, the more likely it is that bad decisions will get made.
Strategic planning is the continuous process of making present entrepreneurial (risk-taking) decisions systematically and with the greatest knowledge of their futurity; organizing systematically the efforts needed to carry out these decisions; and measuring the results of these decisions against the expectations through organized, systematic feedback.
Everybody makes bad decisions. I am sure I have made my share of them over 40 years of service. Or I have made good decisions and have been overruled. The real challenge, when you are overruled, is to remember who the boss is and don't take it personally.
That's why I made decisions; they were tough decisions but we shouldn't feel bad at all - don't look back with any regrets, that's how I made decisions as governor.
I'm comfortable that I made the best decisions I possibly could.
I am very proud to come back, to speak on the disinterested effort we have made and I believe that, with all due respect, that the decisions we made, when we turned our final report over to President Johnson, will stand in history.
I have been playing acoustic music for a very long time, and it's something that I am very comfortable doing, so if I made a record, it would probably be a mixture of that and some other things that I'm interested in.
Now that I am an adult, I'm very comfortable in my own skin. I'm a lot more settled down and I learnt to just be comfortable with where I'm at, rather than always wanting to be somewhere ahead of where I am.
People often say that, in a democracy, decisions are made by a majority of the people. Of course, that is not true. Decisions are made by a majority of those who make themselves heard and who vote - a very different thing.
Israeli society's inability to tolerate even a single soldier held in captivity results in popular movements that have tremendous impact on strategic decisions made by the government. The issue has become a generator of history rather than an outcome of it.
I am not comfortable discussing politics publicly; I am very comfortable talking about my friendships with people who happen to be in politics.
I am not very strategic by nature.
Strategic planning is not strategic thinking. Indeed, strategic planning often spoils strategic thinking, causing managers to confuse real vision with the manipulation of numbers.
I can't speak for other people, but for me, I feel like gone are the days that you need to come out of a closet. I never felt like I was in a closet. I never did. I always felt comfortable with who I am and the decisions I made.
Rather than wringing our hands about robots taking over the world, smart organizations will embrace strategic automation use cases. Strategic decisions will be based on how the technology will free up time to do the types of tasks that humans are uniquely positioned to perform.
...but highly placed sources within the Kennedy Administration disagreed: "[T]he assumption that the strategic nuclear balance mattered in any way was wrong... As far as I am concerned, it made no difference... If my memory serves me correctly, we had some five thousand strategic nuclear warheads as against t heir three hundred. Can anyone seriously tell me that their having three hundred and forty would have made any difference? The military balance wasn't changed. I didn't believe it then, and I don't believe it now..."