A Quote by Michael J. Silverstein

All companies have many opportunities. Strategy is about allocation of resources and priorities. — © Michael J. Silverstein
All companies have many opportunities. Strategy is about allocation of resources and priorities.
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.
What is the manager's job? It is to direct the resources and the efforts of the business toward opportunities for economically significant results. This sounds trite - and it is. But every analysis of actual allocation of resources and efforts in business that I have ever seen or made showed clearly that the bulk of time, work, attention, and money first goes to problems rather than to opportunities, and, secondly, to areas where even extraordinarily successful performance will have minimal impact on results.
The court has had to take a hard look at our resources and make difficult decisions balancing competing demands for resources. While our current allocation of resources to the Twin Peaks Court may not be ideal, it is an appropriate allocation when all factors are considered. While I realize this will be disappointing news to you, I can assure you the matter was given serious thought before a decision was made.
Strategy is simply resource allocation. When you strip away all the noise, that's what it comes down to. Strategy means making clear cut choices about how to compete. You cannot be everything to everybody, no matter what the size of your business or how deep its pockets.
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.
It's been invigorating being back on the West Coast, being at Alphabet, because there is so much innovation. And the big challenge is, how do you think about resource allocation and priorities when you have so many great options? But wearing jeans instead of suits and popping into driverless cars has also been a lot of fun.
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.
The need to be thoughtful about experiment design is particularly acute within large companies, since some of the behaviors, such as having small teams and tapping into low-cost resources to maximize flexibility, won't come naturally to many people inside huge companies.
There are so many people, so many artists, so many magazines, so many theater companies, so many people trying to raise money for so many things that it's easy to look around and just feel powerless or helpless, because even if you have some resources, you can't help everybody.
At 25, I made many companies. I was thinking more like a businessman or entrepreneur than a CEO. I created many companies, small companies, medium companies. I tried to be involved in many kinds of activities, in finance, in real estate, in mining.
The goal of socialism is a fairer allocation of economic resources, which its advocates often claim will also be a less wasteful one. Socialism is about who gets the goods and how. Socialism objects to markets because markets allocate resources in ways socialists believe to be unfair on both counts: both the who and the how.
Lack of resources (payroll), time and competing priorities are why so many nonprofits haven't done well. It's that simple.
Our strategy should be based on indigenisation and import substitution. The government must provide opportunities for domestic companies to participate in sectors in which the country continues to depend on imports.
Economists often define their discipline as "the allocation of scarce resources among competing ends." But when resources or money really become scarce, economists call it a crisis and say that it's a question for politicians, not their own department.
The tyranny of distance is such an important element of policy and the allocation of resources.
When I was about to turn 50, I went into a kind of personal revision and observed my own priorities and what led those priorities in my life. And many things that, in a way, were profound.
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