“The strategies that managers employ are at least as important as the facilities at their disposal.”

— Anthony Stafford Beer

Source: Management Science (1968), Chapter 1, Processes and Policies, p. 27.

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Anthony Stafford Beer 23

British theorist, consultant, and professor 1926–2002

Richard D’Aveni (1953) American economist

Foreword
Hypercompetition. 2010

“It is neither capital nor labor but management that brings success, since management will attract capital, and capital can employ labor.”

Henry J. Heinz (1844–1919) American businessman

Henry J. Heinz, cited in: John Woolf Jordan (1915). Genealogical and Personal History of Western Pennsylvania. p. 38

“You won’t find solutions to rural India’s health issues in modern facilities that are far removed. Effective strategies will emerge only when you work with the people.”

Abhay Bang

Abhay Bang (2010) " Dr. Abhay Bang: Research with the People http://forbesindia.com/article/ideas-to-change-the-world/dr-abhay-bang-research-with-the-people/13742/1" on forbesindia.com, June 2, 2010.

“You can say this for Senior Management: it knows how to articulate a goal. The strategy may be fuzzy, the execution nonexistent, but Senior Management knows what it wants.”

Max Barry book Company

Source: Company (2006), p. 54

“Thus, what is of supreme importance in war is to attack the enemy's strategy.”

Sun Tzu book The Art of War

是故上攻伐谋
The Art of War, Chapter III · Strategic Attack
Variant: Thus, what is of supreme importance in war is to attack the enemy's strategy.

“It turns out Dimitri had a friend, who had a friend, and despite the best security in the Moroi world, we managed to get into the Court's prison facilities.”

Richelle Mead Shadow Kiss

Source: Shadow Kiss

“Good strategy requires leaders who are willing and able to say no to a wide variety of actions and interests. Strategy is at least as much about what an organization does not do as it is about what it does.”

Richard Rumelt (1942) American economist

Source: Good Strategy Bad Strategy, 2011, p. 20
Context: Having conflicting goals, dedicating resources to unconnected targets, and accommodating incompatible interests are the luxuries of the rich and powerful, but they make for bad strategy. Despite this, most organizations will not create focused strategies. Instead, they will generate laundry lists of desirable outcomes and, at the same time, ignore the need for genuine competence in coordinating and focusing their resources. Good strategy requires leaders who are willing and able to say no to a wide variety of actions and interests. Strategy is at least as much about what an organization does not do as it is about what it does.