A Quote by Maciej Kranz

I have long been an advocate of starting an IoT journey with a small, low-risk project that can produce immediate benefits. But don't confuse small with non-strategic. Align each project, no matter how small, into your larger strategic vision.
Strategic planning is not strategic thinking. Indeed, strategic planning often spoils strategic thinking, causing managers to confuse real vision with the manipulation of numbers.
It doesn't matter that your painting is small. Kopecks are also small, but when a lot are put together they make a ruble. Each painting displayed in a gallery and each good book that makes it into a library, no matter how small they may be, serve a great cause: accretion of the national wealth.
Projects are usually undertaken to either solve a problem or take advantage of an opportunity. The probability that the project - even if precisely executed - will complete on time, on budget, and on performance is typically small. Project management is utilized to increase this probability. So in a sense, project management is risk management.
Our party [Republicans] has been focused on big business too long. I came through small business. I understand how hard it is to start a small business. That's why everything I'll do is designed to help small businesses grow and add jobs. I want to keep their taxes down on small business. I want regulators to see their job as encouraging small enterprise, not crushing it.
CIOs have earned a strategic seat at the table, but now they've got to hold that seat - and the only way they can do that is to converse in the language of business value and business benefits and business outcomes that all align perfectly with the strategic agenda of the company.
Whether a project is large or small, it doesn't matter much to me as long as I feel I can serve the story as best as possible.
We can determine our strategic part or strategic options, but the strategic framework is something which will evolve from the interaction of world powers with each other.
I became interested in making books, starting about 1965, when I did the Serial Project #1, deciding that I needed a small book to show how the work could be understood and how the system worked.
I'm a project guy, but when my list of things to do gets too long or involved, it can stress me out to the point of catatonia. So I focus on the small stuff first and keep the larger picture as motivation - but not so close that it overwhelms.
Those who remain content easily remain small: small are their joys, small are their ecstasies, small are their silences, small is their being. But there is no need! This smallness is your own imposition upon your freedom, upon your unlimited possibilities, upon your unlimited potential.
I think there has been a long-running notion in the West that Asia was a continent of people that were really conquerable. That people from Asia were weak, they were small in all ways - including physically small, geopolitically small, economically small - all of which are changing, of course.
Hollywood is a roulette wheel. Each project dictates what's going to happen for you next, and it doesn't really matter that your project is critically acclaimed or won awards or has fans worldwide. It's a matter of how many movie tickets and DVDs and on-demand movies that you sell.
It does not mean that in the process of a small screen, I do small acting, or if I do a big screen project, I do big acting. For the actor, it does not matter.
Small things done consistently, in strategic places, create major impact.
I believe that the idea of strategic beliefs may be more important than strategic planning when thinking about how you keep the long view.
The pace of change is so great, there is always something else going on. What that says to me is that you have to have strategic vision and peripheral vision. Strategic vision is the ability to look ahead and peripheral vision is the ability to look around, and both are important.
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