A Quote by Patrick Lencioni
An organization's strategy is simply its plan for success. It's nothing more than the collection of intentional decisions a company makes to give itself the best chance to thrive and differentiate from competitors.
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You simply can't be tentative in a startup. You have to go for it at every chance you get. And if the leader of the organization is anxious, his or her fear pervades the organization. Everything comes from the top in a company. So if you are starting a company or building one, face your fears and move past them. It's critically important to your company.
What business strategy is all about-what distinguishes it from all other kinds of business planning-is, in a word, competitive advantage. Without competitors there would be no need for strategy, for the sole purpose of strategic planning is to enable the company to gain, as efficiently as possible, a sustainable edge over its competitors.
People believe that management consultants are mostly useless parasites. Up until about 1980 it was consultants more than anyone else who came up with the critical concepts behind strategy. The history of strategy suggests there are lots of things consultants can do for a company that the company can't typically do for itself.
Until I came to IBM, I probably would have told you that culture was just one among several important elements in any organization's makeup and success - along with vision, strategy, marketing, financials, and the like... I came to see, in my time at IBM, that culture isn't just one aspect of the game, it is the game. In the end, an organization is nothing more than the collective capacity of its people to create value.
Men credited with all kinds of ability, talent, brains and know how, including the ability to see into the future, frequently have nothing more than the courage to keep everlastingly at what they set out to do. They have that one great quality that is worth more than all the rest put together. They simply will not give up! When a man makes up his mind to do something then it's only a matter of time. Staying with time take bulldog persistence. This seems to be the entrance examination to success - lasting success -- of any kind!
Seeking an acquisition from the start is more than just bad advice for an entrepreneur. For the entrepreneur it leads to short term tactical decisions rather than company-building decisions and in my view often reduces the probability of success.
Organizations aren't loyal; they can't be. They have to be nimble, they have to change. That means everybody in every organization will have one eye on his or her own brand, and the other eye on the organization of which he or she is a part. And the first loyalty - self-loyalty - is becoming more and more dominant, simply as a survival strategy. I'm in no way blaming anyone here; this is just simply a fact of life.
Unless the distant goals of meaning, greatness, and destiny are addressed, we can't make an intelligent decision about what to do tomorrow morning -- much less set strategy for a company or for a human life. Nothing is more practical than for people to deepen themselves. The more you understand the human condition, the more effective you are as a businessperson. Human depth makes business sense.
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.
The most meaningful way to differentiate your company from your competitors, the best way to put distance between you and the crowd is to do an outstanding job with information. How you gather, manage and use information will determine whether you win or lose.
Man is simply the best chance we know of that matter has had of providing itself with information about itself.
The IT organization can't drive or lead a digital transformation. It has to come from the business and the business strategy, because they're fundamental to how a company or an organization evolves.
The best strategy for building a competitive organization is to help individuals become more of who they are.
Building a cohesive leadership team is the first critical step that an organization must take if it is to have the best chance at success.
In every company, differentiation is never more important than it is in times of trouble, and that's the time when everyone tends to go to the well and equalize rather than differentiate.
Perhaps the heroic element in our natures is exhibited to the best advantage, not in going from success to success, and so on through a series of triumphs, but in gathering, on the very field of defeat itself, the materials for renewed efforts, and in proceeding, with no abatement of heart or energy, to form fresh designs upon the very ruins and ashes of blasted hopes. Yes, it is this indomitable persistence in a purpose, continued alike through defeat and success, that makes, more than aught else, the hero.
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