A Quote by Thomas A. Edison
Failure is the most effective technique to optimize strategic planning, implementation and processes.
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Strategic planning is not strategic thinking. Indeed, strategic planning often spoils strategic thinking, causing managers to confuse real vision with the manipulation of numbers.
Most leadership strategies are doomed to failure from the outset. As people have been noting for years, the majority of strategic initiatives that are driven from the top are marginally effective - at best.
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.
Strategic planning is worthless - unless there is first a strategic vision.
Planning leads to dictatorship because dictatorship is the most effective instrument of coercion and the enforcement of ideals and, as such, essential if central planning on a large scale is to be possible.
I believe that the idea of strategic beliefs may be more important than strategic planning when thinking about how you keep the long view.
Strategic planning for the future is the most hopeful indication of our increasing social intelligence.
I can tell you, Obamacare, I have been stunned by the pratfalls associated with its implementation. I simply can't understand how a president that had such an effective technology campaign and has such support among the technology community members could have put in place the implementation of Obamacare as ineffectively as he did.
Natural Family Planning works and is as effective, and sometimes more effective, than the birth control methods out there.
Next to bombing, rent control is the most effective technique so far known for destroying cities.
Most corporations have human-resources processes that involve discussions with your manager, performance evaluations, calibrations for performance and potential succession planning.
Many who know me or have worked for me are aware of my penchant for strategic planning. I consider it a critical component of the success of any organization and believe in the value of planning for a company's needs over multiple time horizons, as well as reviews against that plan at regular intervals.
I don't think more mega-summits is the way to secure effective implementation.
Figure out the one solution - not three - that you want to see happen. There were quite a few things we could have gone after but we decided to focus on the commanders and that was a strategic decision because that, for us, would be the most vulnerable point and the most effective one that could immediately change.
To optimize the whole, we must sub-optimize the parts
Most of the CEO's who fail think they will find the solution to their problems in Finance, Marketing, Strategic Planning, etc., but they don't look for the solution to their problems inside themselves.
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