A Quote by Subrahmanyam Jaishankar

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.
Strategic planning is not strategic thinking. Indeed, strategic planning often spoils strategic thinking, causing managers to confuse real vision with the manipulation of numbers.
We have zero strategic thinking out of our White House. And we have a national security structure that has lost its way when it comes to strategic thinking and strategic decision-making.
The other are the strategic, so-called strategic stocks that the United States and the other Western industrial countries have, which could put in as much as four million barrels a day of oil into the market pretty quickly.
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.
I will work for Bulgaria's strategic choice - Bulgaria's membership in the European Union and NATO. I think it is also extremely important to revive Bulgaria's relations with Russia, Ukraine and other strategic partners.
Strategic planning is worthless - unless there is first a strategic vision.
I have observed that people make strategic plans for brands, businesses, and companies, but they are not always strategic about themselves.
I believe that the idea of strategic beliefs may be more important than strategic planning when thinking about how you keep the long view.
So release yourself from that. Don't be strategic or coy. Strategic and coy are for jackasses. Be brave. Be authentic. Practice saying the word 'love' to the people you love so when it matters the most to say it, you will.
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.
Every company has to identify what I call its strategic resources, and make sure that it grabs as much of its strategic resources as possible.
It may seem odd to talk about something as soft and fuzzy as "passion" as an integral part of a strategic framework. But throughout the good-to-great companies, passion became a key part of the Hedgehog Concept.
Really, of all the important mission responsibilities assigned to United States Strategic Command by the president, none is more important than our responsibility to deter a strategic attack on the United States and our allies and partners.
When the Normandy Invasion was planned, a very specific strategic objective was given, and that strategic objective was the basis upon which the plan for the Normandy Invasion was derived.
Strategic management is not a box of tricks or a bundle of techniques. It is analytical thinking and commitment of resources to action. But quantification alone is not planning. Some of the most important issues in strategic management cannot be quantified at all.
The long-term strategic goals of Iran and the long-term strategic goals of Turkey are close to the long-term strategic goals of the United States.
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