A Quote by Walter Kiechel

What got repressed-sometimes viciously repressed-by the strategy-concept makers, consultants, and data gatherers was a consciousness of people and their importance in the creation and execution of any strategy.
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.
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.
Most leaders would agree that they’d be better off having an average strategy with superb execution than a superb strategy with poor execution. Those who execute always have the upper hand.
My view is that, as management, the focus has to be on having a strategy and executing it. As you do the strategy and execution, it is important to communicate it consistently.
I got an album concept called 'Exit Strategy,' that might be one of my last ones. It's a term they use in business when you build companies. You create an exit strategy as you make a company. You don't wait till you're five years in it; you create a exit strategy as you make the company.
In Halloween, I viewed the characters as simply normal teenagers. Laurie, Jamie Lee's character, was shy and somewhat repressed. And Michael Myers, the killer, is definitely repressed. They have certain similarities.
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.
Sexuality poorly repressed unsettles some families; well repressed, it unsettles the whole world.
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.
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.
A bad strategy will fail no matter how good your information is. And lame execution will stymie a good strategy. If you do enough things poorly, you'll go out of business.
But the repressed merges into the id as well, and is merely a part of it. The repressed is only cut off sharply from the ego by the resistances of repression; it can communicate with the ego through the id.
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.
What the ten commandments set forth is a strategy. This strategy is a strategy for dominion.
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.
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