A Quote by Matt Shea

We need to ask ourselves a question: Do we trust God? Is he not the same yesterday, today, and forever? And if he is, then how is compromise a strategy? It's not a strategy, it's wholesale surrender.
Designing a winning strategy is the art of asking questions, experimenting and then constantly renewing the thinking process by questioning the answers. No matter how good today's strategy is, you must always keep reinventing it.
With the level of uncertainty we see today, more people are asking, how can you develop a strategy in a world that keeps changing so fast? They are afraid that a set of rigid principles will hinder their ability to react quickly. I argue that it is precisely at such times that you need a strategy.
As I worked to explain how to avoid bad strategy, I began to see that one cannot really evaluate or criticize a strategy unless there is a fairly clear statement of the problem the strategy is trying to solve.
The single most damaging misconception about strategy is that it is a set of financial performance goals. The so-called "strategies" created by many managements are nothing more than three-to-five year financial performance forecasts. They are then labeled "strategy" and shipped off to the board of directors which goes through the motions of discussing how big the numbers are. Strategy is not your aspirations. Strategy is concerned with how you will arrange your actions and resources to punch through the challenges you face.
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.
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.
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.
Above all, success in business requires two things: a winning competitive strategy, and superb organizational execution. Distrust is the enemy of both. I submit that while high trust won't necessarily rescue a poor strategy, low trust will almost always derail a good one.
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.
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.
If you can't describe your strategy in twenty minutes, simply and in plain language, you haven't got a plan. 'But,' people may say, 'I've got a complex strategy. It can't be reduced to a page.' That's nonsense. That's not a complex strategy. It's a complex thought about the strategy.
Everybody wants to disown neocon strategy, including the neocons, because that strategy never worked. Still, it was, in point of fact, a strategy. Nobody else has one.
Chess strategy as such today is still in its diapers, despite Tarrasch's statement 'We live today in a beautiful time of progress in all fields'. Not even the slightest attempt has been made to explore and formulate the laws of chess strategy.
What the ten commandments set forth is a strategy. This strategy is a strategy for dominion.
We are running out of time. We need a strategy to win in Iraq or an exit strategy to leave.
I don't really have a strategy for social media. I think that's my strategy is that I don't have a strategy.
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