Quotes about strategy
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“The crucial point is that any system of health care must constitute a genuine strategy-ad hoc tinkering is a guaranteed road to disaster.”

Nicholas Barr (1943) British economist

Source: Economics Of The Welfare State (Fourth Edition), Chapter 12, Health And Health Care, p. 290

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Miyamoto Musashi photo
Camille Paglia photo

“The document normally kicks off with a lengthy description of current industry conditions and the competitive situation. Next is a discussion of how to increase market share, capture new segments, or cut costs, followed by an outline of numerous goals and initiatives. A full budget is almost invariably attached, as are lavish graphs and a surfeit of spreadsheets. The process usually culminates in the preparation of a large document culled from a mishmash of data provided by people from various parts of the organization who often have conflicting agendas… Executives are paralyzed by the muddle. Few employees deep down in the company even know what the strategy is.”

Description of how an average strategic plan is being created. Kim further explains, that "... a closer look reveals that most plans don’t contain a strategy at all but rather a smorgasbord of tactics that individually make sense but collectively don’t add up to a unified, clear direction that sets a company apart—let alone makes the competition irrelevant. [p. 84]"
Source: Blue Ocean Strategy, 2005, p. 83-84 (2016 extended edition) As cited in: Paul R. Niven (2010). Balanced Scorecard Step-by-Step. p. 99

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George W. Bush photo
Lewis F. Powell, Jr. photo
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Amir Taheri photo

“Those who urge an alliance with Assad cite the example of Joseph Stalin, the Soviet despot who became an ally of Western democracies against Nazi Germany. I never liked historical comparisons and like this one even less. To start with, the Western democracies did not choose Stalin as an ally; he was thrusted upon them by the turn of events. When the Second World War started Stalin was an ally of Hitler thanks to the Molotov-Ribbentrop Pact. The Soviet Union actively participated in the opening phase of the war by invading Poland from the east as the Germans came in from the West. Before that, Stalin had rendered Hitler a big service by eliminating thousands of Polish army officers in The Katyn massacre. Between September 1939 and June 1941, when Hitler invaded the Soviet Union, Stalin was an objective ally of Hitler. Stalin switched sides when he had no choice if he wanted to save his skin. The situation in Syria today is different. There is no alliance of democracies which, thanks to Obama’s enigmatic behavior, lack any strategy in the Middle East. Unlike Stalin, Assad has not switched sides if only because there is no side to switch to. Assad regards ISIS as a tactical ally against other armed opposition groups. This is why Russia is now focusing its air strikes against non-ISIS armed groups opposed to Assad. More importantly, Assad has none of the things that Stalin had to offer the Allies. To start with Stalin could offer the vast expanse of territory controlled by the Soviet Union and capable of swallowing countless German divisions without belching. Field Marshal von Paulus’ one-million man invasion force was but a drop in the ocean of the Soviet landmass. In contrast, Assad has no territorial depth to offer. According to the Iranian General Hossein Hamadani, who was killed in Aleppo, Assad is in nominal control of around 20 percent of the country. Stalin also had an endless supply of cannon fodder, able to ship in millions from the depths of the Urals, Central Asia and Siberia. In contrast, Assad has publicly declared he is running out of soldiers, relying on Hezbollah cannon fodder sent to him by Tehran. If Assad has managed to hang on to part of Syria, it is partly because he has an air force while his opponents do not. But even that advantage has been subject to the law of diminishing returns. Four years of bombing defenseless villages and towns has not changed the balance of power in Assad’s favor. This may be why his Russian backers decided to come and do the bombing themselves. Before, the planes were Russian, the pilots Syrian. Now both planes and pilots are Russian, underlining Assad’s increasing irrelevance. Stalin’s other card, which Assad lacks, consisted of the USSR’s immense natural resources, especially the Azerbaijan oilfields which made sure the Soviet tanks could continue to roll without running out of petrol. Assad in contrast has lost control of Syria’s oilfields and is forced to buy supplies from ISIS or smugglers operating from Turkey. There are other differences between Stalin then and Assad now. Adulated as “the Father of the Nation” Stalin had the last word on all issues. Assad is not in that position. In fact, again according to the late Hamadani in his last interview published by Iranian media, what is left of the Syrian Ba’athist regime is run by a star chamber of shadowy characters who regard Assad as nothing but a figurehead.”

Amir Taheri (1942) Iranian journalist

Opinion: No, Bashar Al-Assad is no Joseph Stalin http://english.aawsat.com/2015/10/article55345413/opinion-no-bashar-al-assad-is-no-joseph-stalin, Ashraq Al-Awsat (16 Oct, 2015).

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Akbar Hashemi Rafsanjani photo
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“The process of developing superior strategies is part planning, part trail and error, until you hit upon something that works.”

Constantinos C. Markides (1960) Cypriot business theorist

Constantinos C. Markides. "Competitive strategy research's impact on practice," in: Handbook of Research on Competitive Strategy, Giovanni Battista Dagnino<sup></sup> (ed.), 2012 p. 561

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“The kernel of a strategy contains three elements: a diagnosis, a guiding policy, and coherent action.”

Richard Rumelt (1942) American economist

Source: Good Strategy Bad Strategy, 2011, p. 7

George W. Bush photo

“Beware the fictionist writing his own life. Even candor becomes a strategy.”

Wilfrid Sheed (1930–2011) English-American novelist and essayist

"V. S. Pritchett: Midnight Oil" (1972), p. 223
The Good Word & Other Words (1978)

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“It is important to recognise that comparison is not a method or even an academic technique; rather, it is a discursive strategy. There are a few important points to bear in mind when one wants to make a comparison. First of all, one has to decide, in any given work, whether one is mainly after similarities or differences. It is very difficult, for example, to say, let alone prove, that Japan and China or Korea are basically similar or basically different. Either case could be made, depending on one’s angle of vision, one’s framework, and the conclusions towards which one intends to move. (In the jingoist years on the eve of the First World War, when Germans and Frenchmen were encouraged to hate each other, the great Austro-Marxist theoretician Otto Bauer enjoyed baiting both sides by saying that contemporary Parisians and Berliners had far more in common than either had with their respective medieval ancestors.) Here I have tried, as perhaps offering a useful example, to show how the comparative works I wrote between the early 1970s and the 2000s reflected, in their real difference, changing perspectives, framings and (political) intentions.”

Benedict Anderson (1936–2015) American political scientist

Benedict Anderson, " Frameworks of Comparison: Benedict Anderson reflects on his intellectual formation http://www.lrb.co.uk/v38/n02/benedict-anderson/frameworks-of-comparison," London Review of Books, Vol. 38, No. 2. 21 January 2016, p. 15-18

“To summarize the matter, teaching systems ought to be conversational in form and so devised that strategies are matched to individual competence.”

Gordon Pask (1928–1996) British psychologist

Pask (1975) The cybernetics of Human Learning and Performance. p. 222 as cited in: Andrew Ravenscroft (2003) "From conditioning to learning communities: implications of fifty years research in E-learning design".

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“Immunity is still, despite such extensive knowledge, a field full of secrets. It fascinates us and pushes us to develop new research strategies. Sometimes it resembles a fight with a stranger and invisible opponent, although lately, thanks to modern technology, this „battlefield” has been quite well recognized.”

Włodzimierz Ptak (1928–2019) immunologist

Bętkowska, Teresa (August–September 2010). "Mistrz niszowej dyscypliny" http://www2.almamater.uj.edu.pl/126/17.pdf (PDF). Alma Mater (in Polish). Kraków: Jagiellonian University (126–127): pp. 41–46.

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“Confusing testosterone with strategy is a bad idea.”

Steve Blank (1953) American businessman

Business Insider "You're Better Off Being A Fast Follower Than An Originator" http://www.businessinsider.com/youre-better-off-being-a-fast-follower-than-an-originator-2010-10, October 5, 2010.

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“You know, I've got a plan that could rescue Apple. I can't say any more than that it's the perfect product and the perfect strategy for Apple. But nobody there will listen to me.”

Steve Jobs (1955–2011) American entrepreneur and co-founder of Apple Inc.

As quoted in Fortune (18 September 1995)
1990s

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“Microsoft fully understands it can't beat Apple, Amazon or Google by chasing them, but it can beat them if it both revisits its old embrace and extend strategy, and then pulls a Steve Jobs to change the market.”

Rob Enderle (1954) American financial analyst

Microsoft Build 2015: Final Thoughts http://itbusinessedge.com/blogs/unfiltered-opinion/microsoft-build-2015-final-thoughts.html in IT Business Edge (1 May 2015)

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“Barelvi’s confidence in a jihad against the British collapsed when he surveyed the extent and the magnitude of British power in India. He did the next best under the circumstances, and declared a jihad against the Sikh power in the Punjab, Kashmir and the North-West Frontier. The British on their part welcomed this change and permitted Barelvi to travel towards the border of Afghanistan at a leisurely pace, collecting money and manpower along the way. It was during this journey that Barelvi stayed with or met several Hindu princes, feigned that his fulminations against the Sikhs were a fake, and that he was going out of India in order to establish a base for fighting against the British. It is surmised that some Hindu princes took him at his word, and gave him financial help. To the Muslim princes, however, he told the truth, namely, that he was up against the Sikhs because they “do not allow the call to prayer from mosques and the killing of cows.”
Barelvi set up his base in the North-West Frontier near Afghanistan. The active assistance he expected from the Afghan king did not materialise because that country was in a mess at that time. But the British connived at the constant flow not only of a sizable manpower but also of a lot of finance. Muslim magnates in India were helping him to the hilt. His basic strategy was to conquer Kashmir before launching his major offensive against the Punjab. But he met with very little success in that direction in spite of several attempts. Finally, he met his Waterloo in 1831 when the Sikhs under Kunwar Sher Singh stormed his citadel at Balakot. The great mujahid fell in the very first battle he ever fought. His corpse along with that of his second in command was burnt, and the ashes were scattered in the winds. Muslims hail him as a shahid.”

Syed Ahmad Barelvi (1786–1831) Muslim activist

Goel, S. R. (1995). Muslim separatism: Causes and consequences.

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“He (George W. Bush) is going in the wrong way. And I dare say, that is what the strategy of his administration is, is just to wipe out government's purpose for any social and economic justice at all.”

Dennis Kucinich (1946) Ohio politician

Democratic National Candidates Debate, Goffstown, New Hampshire (22 January 2004) http://www.washingtonpost.com/ac2/wp-dyn/A39875-2004Jan22?language=printer.

Miyamoto Musashi photo

“We have all heard the saying "the man with a plan is king." I believe a man without a plan is just a pawn to circumstance and embarking on a losing strategy.”

Wheeler L. Baker (1938) President of Hargrave Military Academy

Source: Crisis Management: A Model For Managers (1993), p. 16

Amir Taheri photo

“Khamenei is not the first ruler of Iran with whom poets have run into trouble. For some 12 centuries poetry has been the Iranian people’s principal medium of expression. Iran may be the only country where not a single home is found without at least one book of poems. Initially, Persian poets had a hard time to define their place in society. The newly converted Islamic rulers suspected the poets of trying to revive the Zoroastrian faith to undermine the new religion. Clerics saw poets as people who wished to keep the Persian language alive and thus sabotage the ascent of Arabic as the new lingua franca. Without the early Persian poets, Iranians might have ended up like so many other nations in the Middle East who lost their native languages and became Arabic speakers. Early on, Persian poets developed a strategy to check the ardor of the rulers and the mullahs. They started every qasida with praise to God and Prophet followed by panegyric for the ruler of the day. Once those “obligations” were out of the way they would move on to the real themes of the poems they wished to compose. Everyone knew that there was some trick involved but everyone accepted the result because it was good. Despite that modus vivendi some poets did end up in prison or in exile while many others spent their lives in hardship if not poverty. However, poets were never put to the sword. The Khomeinist regime is the first in Iran’s history to have executed so many poets. Implicitly or explicitly, some rulers made it clear what the poet couldn’t write. But none ever dreamt of telling the poet what he should write. Khamenei is the first to try to dictate to poets, accusing them of “crime” and” betrayal” if they ignored his injunctions.”

Amir Taheri (1942) Iranian journalist

When the Ayatollah Dictates Poetry http://www.aawsat.net/2015/07/article55344336/when-the-ayatollah-dictates-poetry, Ashraq Al-Awsat (Jul 11, 2015).

“The fact that each nation came to believe in the virtue of whatever policy happened to be in effect when recovery began supports [the] argument that haphazard economic vacillations play an important role in determining which policy strategies become constructed as economically efficacious. This also tends to undermine the realist/utilitarian view, which suggests that policy improves over time as rational policymakers learn more about universal economic laws from experience, because wildly inconsistent policies won favor in different contexts.”

Frank Dobbin (1956) American sociologist

Frank Dobbin (1993), "The Social Construction of the Great Depression: Industrial Policy during the 1930s in the United States, Britain and France," in: Theory and Society 22, p. 47; As cited in: Kieran Healy, "The new institutionalism and Irish social policy." Social Policy in Ireland: Principals, Practices and Problems. Oaktree Press, Dublin (1998).

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“Low cost relative to competitors becomes the theme running through the entire strategy, though quality, service and other areas cannot be ignored.”

Michael E. Porter (1947) American engineer and economist

Source: Competitive strategy, 1980, p. 35

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“Our strategy is also shaped by a deeper understanding of al-Qa’ida’s goals, strategy, and tactics. I’m not talking about al-Qa’ida’s grandiose vision of global domination through a violent Islamic caliphate. That vision is absurd, and we are not going to organize our counterterrorism policies against a feckless delusion that is never going to happen. We are not going to elevate these thugs and their murderous aspirations into something larger than they are.”

John O. Brennan (1955) 7th Director of the Central Intelligence Agency

[Remarks of John O. Brennan, Assistant to the President for Homeland Security and Counterterrorism, on Ensuring al-Qa'ida's Demise -- As Prepared for Delivery, https://www.whitehouse.gov/the-press-office/2011/06/29/remarks-john-o-brennan-assistant-president-homeland-security-and-counter, whitehouse.gov, 2015-10-07]

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“The man, whose head and heart had in a desperate emergency and amidst a despairing people paved the way for their deliverance, was no more, when it became possible to carry out his design. Whether his successor Hasdrubal forbore to make the attack because the proper moment seemed to him to have not yet come, or whether, more a statesman than a general, he believed himself unequal to the conduct of the enterprise, we are unable to determine. When, at the beginning of [221 B. C], he fell by the hand of an assassin, the Carthaginian officers of the Spanish army summoned to fill his place Hannibal, the eldest son of Hamilcar. He was still a young man--born in [247 B. C], and now, therefore, in his twenty-ninth year [221 B. C]; but his had already been a life of manifold experience. His first recollections pictured to him his father fighting in a distant land and conquering on Ercte; he had keenly shared that unconquered father's feelings on the Peace of Catulus (also see Treaty of Lutatius), on the bitter return home, and throughout the horrors of the Libyan war. While yet a boy, he had followed his father to the camp; and he soon distinguished himself. His light and firmly-knit frame made him an excellent runner and fencer, and a fearless rider at full speed; the privation of sleep did not affect him, and he knew like a soldier how to enjoy or to dispense with food. Although his youth had been spent in the camp, he possessed such culture as belonged to the Phoenicians of rank in his day; in Greek, apparently after he had become a general, he made such progress under the guidance of his confidant Sosilus of Sparta as to be able to compose state papers in that language. As he grew up, he entered the army of his father, to perform his first feats of arms under the paternal eye and to see him fall in battle by his side. Thereafter he had commanded the cavalry under his sister's husband, Hasdrubal, and distinguished himself by brilliant personal bravery as well as by his talents as a leader. The voice of his comrades now summoned him--the tried, although youthful general--to the chief command, and he could now execute the designs for which his father and his brother-in-law had lived and died. He took up the inheritance, and he was worthy of it. His contemporaries tried to cast stains of various sorts on his character; the Romans charged him with cruelty, the Carthaginians with covetousness; and it is true that he hated as only Oriental natures know how to hate, and that a general who never fell short of money and stores can hardly have been other than covetous. But though anger and envy and meanness have written his history, they have not been able to mar the pure and noble image which it presents. Laying aside wretched inventions which furnish their own refutation, and some things which his lieutenants, particularly Hannibal Monomachus and Mago the Sammite, were guilty of doing in his name, nothing occurs in the accounts regarding him which may not be justified under the circumstances, and according to the international law, of the times; and all agree in this, that he combined in rare perfection discretion and enthusiasm, caution and energy. He was peculiarly marked by that inventive craftiness, which forms one of the leading traits of the Phoenician character; he was fond of taking singular and unexpected routes; ambushes and stratagems of all sorts were familiar to him; and he studied the character of his antagonists with unprecedented care. By an unrivaled system of espionage--he had regular spies even in Rome--he kept himself informed of the projects of the enemy; he himself was frequently seen wearing disguises and false hair, in order to procure information on some point or other. Every page of the history of this period attests his genius in strategy; and his gifts as a statesman were, after the peace with Rome, no less conspicuously displayed in his reform of the Carthaginian constitution, and in the unparalleled influence which as a foreign exile he exercised in the cabinets of the eastern powers. The power which he wielded over men is shown by his incomparable control over an army of various nations and many tongues--an army which never in the worst times mutinied against him. He was a great man; wherever he went, he riveted the eyes of all.”

Theodor Mommsen (1817–1903) German classical scholar, historian, jurist, journalist, politician, archaeologist and writer

The History of Rome, Volume 2 Translated by W.P. Dickson
On Hannibal the man and soldier
The History of Rome - Volume 2

“Business process reengineering encompasses the envisioning of new work strategies, the actual process design activity, and the implementation of the change in all its complex technological, human, and organizational dimensions”

Thomas H. Davenport (1954) American academic

Thomas H. Davenport, "Need radical innovation and continuous improvement? Integrate process reengineering and TQM." Planning Review 21.3 (1993): 6-12.

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“Strategy is a constant reconciling of possibilities, means and ends.”

Bernard Jenkin (1959) British politician

The Today Programme, BBC Radio 4 (October 18, 2010)

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“It is not solely by weapons that ISIS imposes its control. More important is the terror it has instilled in millions in Syria, Iraq, Jordan, Lebanon and, increasingly, Saudi Arabia and Kuwait. Indeed, Jordan’s panic-driven decision to execute two jihadists in response to the burning of its captured pilot is another sign of the terror Daesh has instilled in Arab governments and much of the public. In the short run, terror is a very effective means of psychological control of unarmed and largely defenseless populations. Even in areas far from Daesh’s reach, growing numbers of preachers, writers, politicians and even sheiks and emirs, terrorized by unprecedented savagery, are hedging their bets. Today, Daesh is a menacing presence not only in Baghdad but in Arab capitals from Cairo to Muscat — an evil ghost capable of launching attacks in the Sinai and organizing deadly raids on Jordanian and Saudi borders. ISIS enjoys yet another advantage: It has a clear strategy of making areas beyond its control unsafe. No one thinks Daesh can seize Baghdad, but few Baghdadis feel they’re living anything close to a normal life. Daesh’s message is clear: No one is safe anywhere, including in non-Muslim lands, until the whole world is brought under “proper Islamic rule.””

Amir Taheri (1942) Iranian journalist

How ISIS is winning: The long reach of terror http://nypost.com/2015/02/05/how-isis-is-winning-the-long-reach-of-terror/, New York Post (February 5, 2015).
New York Post

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“There are as many Scottish roads to Socialism as there are predictions of Britain's economic doom - but most of them demand three things: a coherent plan for an extension of democracy and control in society and industry which sees every reform as a means to creating a socialist society; a harnessing of the forces for industrial and community self-management within a political movement; and a massive programme of education by the Labour Movement as a whole.

Gramsci's relevance to Scotland today is in his emphasis that in a society which is both mature and complex, where the total social and economic processes are geared to maintaining the production of goods and services (and the reproduction of the conditions of production), then the transition to socialism must be made by the majority of the people themselves and a socialist society must be created within the womb of existing society and prefigured in the movements for democracy at the grass roots. Socialists must neither place their faith in an Armageddon or of capitalist collapse nor in nationalisation alone. For the Jacobin notion of a vanguard making revolution on behalf of working people relates to a backward society (and prefigures an authoritarian and bureaucratic state), then the complexity of modern society requires a far reaching movement of people and existing conditions and as a co-ordinator for the assertion of social priorities by people at a community level and control by producers at an industrial level. In such a way political power will become a synthesis of – not a substitute for – community and industrial life.

This requires from the Labour Movement in Scotland today a postive commitment to creating a socialist society, a coherant strategy with rhythm and modality to each reform to cancel the logic of capitalism and a programme of immediate aims which leads out of one social order into another. Such a social reorganisation - a phased extension of public control under workers' sustained and enlarged, would in EP Thompson's words lead to "a crisis not of despair and disintegration but a crisis in which the necessity for a peaceful revolutionary transition to an alternative socialist logic became daily more evident."”

Gordon Brown (1951) British Labour Party politician

Introduction to "The Red Paper On Scotland", 1975.

“Homo-Marxian puzzles all those who try to work with him because he seems irrational and therefore unpredictable. In reality, however, the Marxist Man has reduced his thinking to the lowest common denominator of values taken from nature in the raw. He lives exclusively by the jungle law of selfish survival. In terms of these values he is rational almost to the point of mathematical precision. Through calm or crisis his responses are consistently elemental and therefore highly predictable. Because Homo-Marxian considers himself to be made entirely of the dust of the earth, he pretends to no other role. He denies himself the possibility of a soul and repudiates his capacity for immortality. He believes he had no creator and has no purpose or reason for existing except as an incidental accumulation of accidental forces in nature. Being without morals, he approaches all problems in a direct, uncomplicated manner. Self-preservation is given as the sole justification for his own behavior, and "selfish motives" or "stupidity" are his only explanations for the behavior of others. With Homo-Marxian the signing of fifty-three treaties and subsequent violation of fifty-one of them is not hypocrisy but strategy. The subordination of other men's minds to the obscuring of truth is not deceit but a necessary governmental tool. Marxist Man has convinced himself that nothing is evil which answers the call of expediency. He has released himself from all the confining restraints of honor and ethics which mankind has previously tried to use as a basis for harmonious human relations.”

The Naked Communist (1958)

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“There was no credible strategy, nor courage or leadership – instead we had chaos and incoherence, interspersed with the occasional gesture. It’s been a masterclass in how not to do foreign policy”

Jo Cox (1974–2016) UK politician

A new progressive internationalism (17 June 2016)
Context: President Assad dropped chemical weapons on school children and the world stood by. He rained down barrel bombs and cluster munitions on hospitals and homes and we did not respond. For too long, the UK government let the crisis fester on the ‘too difficult to deal with’ pile. There was no credible strategy, nor courage or leadership – instead we had chaos and incoherence, interspersed with the occasional gesture. It’s been a masterclass in how not to do foreign policy and a shameful lesson on what happens when you ignore a crisis of this magnitude.

Al Gore photo

“Our world is unconquerable because the human spirit is unconquerable, and any national strategy based on pursuing the goal of domination is doomed to fail because it generates its own opposition, and in the process, creates enemies for the would-be dominator.”

Al Gore (1948) 45th Vice President of the United States

Quotes, NYU Speech (2004)
Context: These horrors were the predictable consequence of policy choices that flowed directly from this administration's contempt for the rule of law. And the dominance they have been seeking is truly not simply unworthy of America — it is also an illusory goal in its own right.
Our world is unconquerable because the human spirit is unconquerable, and any national strategy based on pursuing the goal of domination is doomed to fail because it generates its own opposition, and in the process, creates enemies for the would-be dominator.
A policy based on domination of the rest of the world not only creates enemies for the United States and creates recruits for Al Qaeda, it also undermines the international cooperation that is essential to defeating the efforts of terrorists who wish harm and intimidate Americans.

Jimmy Carter photo

“What a difference these few months of extremism have made.
The United States has alienated its allies, dismayed its friends, and inadvertently gratified its enemies by proclaiming a confused and disturbing strategy of preemptive war.”

Jimmy Carter (1924) American politician, 39th president of the United States (in office from 1977 to 1981)

Post-Presidency, DNC address (2004)
Context: After 9/11, America stood proud -- wounded, but determined and united. A cowardly attack on innocent civilians brought us an unprecedented level of cooperation and understanding around the world. But in just 34 months, we have watched with deep concern as all this good will has been squandered by a virtually unbroken series of mistakes and miscalculations.
Unilateral acts and demands have isolated the United States from the very nations we need to join us in combating terrorism.
Let us not forget that the Soviets lost the Cold War because the American people combined the exercise of power with adherence to basic principles, based on sustained bipartisan support.
We understood the positive link between the defense of our own freedom and the promotion of human rights.
But recent policies have cost our nation its reputation as the world's most admired champion of freedom and justice.
What a difference these few months of extremism have made.
The United States has alienated its allies, dismayed its friends, and inadvertently gratified its enemies by proclaiming a confused and disturbing strategy of preemptive war.

“In plain, what passes for a curriculum in today's schools is little else than a strategy of distraction… It is largely defined to keep students from knowing themselves and their environment in any realistic sense”

Neil Postman (1931–2003) American writer and academic

Teaching as a Subversive Activity (1969)
Context: In plain, what passes for a curriculum in today's schools is little else than a strategy of distraction... It is largely defined to keep students from knowing themselves and their environment in any realistic sense; which is to say, it does not allow inquiry into most of the critical problems that comprise the content of the world outside the school (... one of the main differences between the "advantaged" student and the "disadvantaged" is that the former has an economic stake in giving his attention to the curriculum while the latter does not. In other words, the only relevance of the curriculum for the "advantaged" student is that, if he does what he is told, there will be a tangible payoff.)

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“The strategy of peaceful coexistence and collaboration must be deepened in every way.”

Andrei Sakharov (1921–1989) Soviet nuclear physicist and human rights activist

Progress, Coexistence and Intellectual Freedom (1968), The Basis for Hope, A Summary of Proposals
Context: The strategy of peaceful coexistence and collaboration must be deepened in every way. Scientific methods and principles of international policy will have to be worked out, based on scientific prediction of the immediate and more distant consequences.
The initiative must be seized in working out a broad program of struggle against hunger.
A law on press and information must be drafted, widely discussed, and adopted, with the aim not only of ending irresponsible and irrational censorship, but also of encouraging self-study in our society, fearless discussion, and the search for truth. The law must provide for the material resources of freedom of thought.
All anti-constitutional laws and decrees violating human rights must be abrogated.

Daniel Levitin photo

“Most of us have adopted a strategy to get along called satisficing,”

The Organized Mind (2014)
Context: Most of us have adopted a strategy to get along called satisficing, a term coined by... Herbert Simon... to describe not getting the very best option but one that was good enough.... Satisficing is one of the foundations of productive human behavior... we don't waste time trying to find improvements that are not going to make a significant difference in our happiness or satisfaction.

Alex Salmond photo

“Real leadership is not just about winning conflict - it is about having a strategy to defuse it.”

Alex Salmond (1954) Scottish National Party politician and former First Minister of Scotland

Scotland in the World Forum (February 4, 2008)
Context: I want Scotland to be a leader in international conflict resolution. I want to build on the tremendous sense of goodwill towards our nation across the globe. Real leadership is not just about winning conflict - it is about having a strategy to defuse it. Resolution of conflict is harder, more subtle, more difficult.

Jennifer Shahade photo

“My first goal is to create an attractive, interactive website that forms a community of chess lovers. I want to keep it light and keep people coming back ⎯ heavy on photos, humor, and simple chess tactics and strategies.”

Jennifer Shahade (1980) chess player

Gothamist interview (2006)
Context: My first goal is to create an attractive, interactive website that forms a community of chess lovers. I want to keep it light and keep people coming back ⎯ heavy on photos, humor, and simple chess tactics and strategies. I want to promote our top players to increase their visibility and their chances to make a living at chess.

John P. Kotter photo

“Our main finding, put simply, is that the central issue is never strategy, structure, culture, or systems.”

John P. Kotter (1947) author of The heart of Change

Source: The Heart of Change, (2002), p. x: Preface
Context: Leading Change describes the eight steps people follow to produce new ways of operating. In The Heart of Change, we dig into the core problem people face in all of these steps, and how to successfully deal with that problem. Our main finding, put simply, is that the central issue is never strategy, structure, culture, or systems. All those elements, and others, are important. But the core of the matter is always about changing the behavior of people, and behavior change happens in highly successful situations mostly by speaking to people's feelings.

“America must devise a grand strategy for the transition to a world of multiple power centers now, while it still has the luxury of doing so.”

Charles A. Kupchan (1958) American university teacher

From the preface to the 2002 Knopf Edition
The End of the American Era (2002)
Context: As a matter of urgency, America needs to begin to prepare itself and the rest of the world for this uncertain future. To wait until American dominance is already gone would be to squander the enormous opportunity that comes with primacy. America must devise a grand strategy for the transition to a world of multiple power centers now, while it still has the luxury of doing so. This is the central challenge of The End of the American Era.

“Survival in a stable environment depends almost entirely on remembering the strategies for survival that have been developed in the past, and so the conservation and transmission of these becomes the primary mission of education. But, a paradoxical situation develops when change becomes the primary characteristic of the environment. Then the task turns inside out — survival in a rapidly changing environment depends almost entirely upon being able to identify which of the old concepts are relevant to the demands imposed by the new threats to survival, and which are not.”

Neil Postman (1931–2003) American writer and academic

Teaching as a Subversive Activity (1969)
Context: The BASIC FUNCTION of all education, even in the most traditional sense, is to increase the survival prospects of the group. If this function is fulfilled, the group survives. If not, it doesn't. There have been times when this function was not fulfilled, and groups (some of them we even call "civilizations") disappeared. Generally, this resulted from changes in the kind of threats the group faced. The threats changed, but the education did not, and so the group, in a way, "disappeared itself" (to use a phrase from Catch-22). The tendency seems to be for most "educational" systems, from patterns of training in "primitive" tribal societies to school systems in technological societies, to fall imperceptibly into a role devoted exclusively to the conservation of old ideas, concepts, attitudes, skills, and perceptions. This happens largely because of the unconsciously held belief that these old ways of thinking and doing are necessary to the survival of the group. …Survival in a stable environment depends almost entirely on remembering the strategies for survival that have been developed in the past, and so the conservation and transmission of these becomes the primary mission of education. But, a paradoxical situation develops when change becomes the primary characteristic of the environment. Then the task turns inside out — survival in a rapidly changing environment depends almost entirely upon being able to identify which of the old concepts are relevant to the demands imposed by the new threats to survival, and which are not. Then a new educational task becomes critical: getting the group to unlearn (to "forget") the irrelevant concepts as a prior condition of learning. What we are saying is that the "selective forgetting" is necessary for survival.

Miyamoto Musashi photo

“To master the virtue of the long sword is to govern the world and oneself, thus the long sword is the basis of strategy. The principle is "strategy by means of the long sword". If he attains the virtue of the long sword, one man can beat ten men. Just as one man can beat ten, so a hundred men can beat a thousand, and a thousand men can beat ten thousand. In my strategy, one man is the same as ten thousand, so this strategy is the complete warrior's craft.”

Miyamoto Musashi (1584–1645) Japanese martial artist, writer, artist

Go Rin No Sho (1645), The Ground Book
Context: To master the virtue of the long sword is to govern the world and oneself, thus the long sword is the basis of strategy. The principle is "strategy by means of the long sword". If he attains the virtue of the long sword, one man can beat ten men. Just as one man can beat ten, so a hundred men can beat a thousand, and a thousand men can beat ten thousand. In my strategy, one man is the same as ten thousand, so this strategy is the complete warrior's craft.
The Way of the warrior does not include other Ways, such as Confucianism, Buddhism, certain traditions, artistic accomplishments and dancing. But even though these are not part of the Way, if you know the Way broadly you will see it in everything. Men must polish their particular Way.

Miyamoto Musashi photo

“After that I studied morning and evening searching for the principle, and came to realise the Way of strategy when I was fifty.
Since then I have lived without following any particular Way. Thus with the virtue of strategy I practise many arts and abilities — all things with no teacher.”

Miyamoto Musashi (1584–1645) Japanese martial artist, writer, artist

Go Rin No Sho (1645), Introduction
Context: When I reached thirty I looked back on my past. The previous victories were not due to my having mastered strategy. Perhaps it was natural ability, or the order of heaven, or that other schools' strategy was inferior. After that I studied morning and evening searching for the principle, and came to realise the Way of strategy when I was fifty.
Since then I have lived without following any particular Way. Thus with the virtue of strategy I practise many arts and abilities — all things with no teacher. To write this book I did not use the law of Buddha or the teachings of Confucius, neither old war chronicles nor books on martial tactics. I take up my brush to explain the true spirit of this Ichi school as it is mirrored in the Way of heaven and Kwannon. The time is the night of the tenth day of the tenth month, at the hour of the tiger.

Helmuth von Moltke the Elder photo

“Strategy is a system of expedients; it is more than a mere scholarly discipline.”

Helmuth von Moltke the Elder (1800–1891) German Field Marshal

"On Strategy" (1871), as translated in Moltke on the Art of War: Selected Writings (1993) by Daniel J. Hughes and Harry Bell, p. 124
Variants:
War is a matter of expedients.
As quoted in "Nothing Went According To Plan" by Jim Lacey in TIME magazine (15 April 2003)
If in war, from the beginning of the operations, everything is uncertain except such will and energy as the commander carries in himself, there cannot possibly be practical value for strategy in general principles, rules derived from them and systems built up upon the rules. … Strategy is a system of expedients. It is more than science, it is the translation of science into practical life, the development of an original leading thought in accordance with the ever-changing circumstances.
As quoted in Government and the War (1918) by Spenser Wilkinson
As quoted in Prussia : The Perversion of an Idea (1994) by Giles MacDonogh, p. 166 The wordplay with wägen and wagen, weigh and venture ("ehe wäg's dann wag's") is much older than Moltke -->
Context: Strategy is a system of expedients; it is more than a mere scholarly discipline. It is the translation of knowledge to practical life, the improvement of the original leading thought in accordance with continually changing situations.

Michael E. Porter photo

“Strategy is about making choices, trade-offs; it's about deliberately choosing to be different.”

Michael E. Porter (1947) American engineer and economist

"What is strategy?," 1996
Context: There's a fundamental distinction between strategy and operational effectiveness. Strategy is about making choices, trade-offs; it's about deliberately choosing to be different. Operational effectiveness is about things that you really shouldn't have to make choices on; it's about what's good for everybody and about what every business should be doing.

“In the face of almost infinite useful knowledge, we have adopted the strategy of "information regeneration rather than information retrieval." …most importantly, you should be able to generate the result you need even if no one has ever done it before you”

Richard Hamming (1915–1998) American mathematician and information theorist

Methods of Mathematics Applied to Calculus, Probability, and Statistics (1985)
Context: In the face of almost infinite useful knowledge, we have adopted the strategy of "information regeneration rather than information retrieval."... most importantly, you should be able to generate the result you need even if no one has ever done it before you—you will not be dependent on the past to have done everything you will ever need in mathematics.

Winston S. Churchill photo

“The true characteristic of all British strategy lies in the use of amphibious power.”

Winston S. Churchill (1874–1965) Prime Minister of the United Kingdom

The Great Amphibian, The Sunday Pictorial, 23 July 1916.
Reproduced in The Collected Essays of Sir Winston Churchill, Vol I, Churchill at War, Centenary Edition (1976), Library of Imperial History, p. 101.
Early career years (1898–1929)
Context: The true characteristic of all British strategy lies in the use of amphibious power. Not the sea alone, but the land and the sea together: not the Fleet alone, but the Army in the hand of the Fleet.

“The political horizon would be greatly clarified if the voters were offered the choice of three parties representing three strategies: A conservative party”

Kirby Page (1890–1957) American clergyman

Property (1935)
Context: The political horizon would be greatly clarified if the voters were offered the choice of three parties representing three strategies: A conservative party committed to the preservation of individualism, perhaps in a highly modified form; a communist party bent upon revolutionary changes through violent seizure of power, confiscation, and a proletarian dictatorship; and a radical party seeking to socialize the basic industries and to move toward an equalization of economic privilege through purchase, taxation, and drastic regulation, without resorting to confiscation or armed seizure of power.

“In business as on the battlefield, the object of strategy is to bring about the conditions most favorable to one's own side,”

Kenichi Ohmae (1943) Japanese academic

Source: The Mind Of The Strategist, 1982, p. 12-13
Context: In business as on the battlefield, the object of strategy is to bring about the conditions most favorable to one's own side, judging precisely the right moment to attack or withdraw and always assessing the limits of compromise correctly. Besides the habit of analysis, what marks the mind of the strategist is an intellectual elasticity or flexibility that enables him to come up with realistic responses to changing situations, not simply to discriminate with great precision among different shades of gray.

Richard Rumelt photo

“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.

Norman Mailer photo

“America is a nation of experts without roots; we are always creating tacticians who are blind to strategy and strategists who cannot take a step”

Norman Mailer (1923–2007) American novelist, journalist, essayist, playwright, film maker, actor and political candidate

Superman Comes to the Supermarket (1960)
Context: America is a nation of experts without roots; we are always creating tacticians who are blind to strategy and strategists who cannot take a step, and when the culture has finished its work the institutions handcuff the infirmity.

“Without competitors there would be no need for strategy,”

Kenichi Ohmae (1943) Japanese academic

Source: The Mind Of The Strategist, 1982, p. 36
Context: 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. Corporate strategy, thus, implies an attempt to alter a company's strength relative to that of its competitors in the most efficient way.

Miyamoto Musashi photo

“Enact strategy broadly, correctly and openly.
Then you will come to think of things in a wide sense and, taking the void as the Way, you will see the Way as void.
In the void is virtue, and no evil.”

Miyamoto Musashi (1584–1645) Japanese martial artist, writer, artist

Go Rin No Sho (1645), The Book No-Thing-ness
Context: Until you realise the true Way, whether in Buddhism or in common sense, you may think that things are correct and in order. However, if we look at things objectively, from the viewpoint of laws of the world, we see various doctrines departing from the true Way. Know well this spirit, and with forthrightness as the foundation and the true spirit as the Way. Enact strategy broadly, correctly and openly.
Then you will come to think of things in a wide sense and, taking the void as the Way, you will see the Way as void.
In the void is virtue, and no evil. Wisdom has existence, principle has existence, the Way has existence, spirit is nothingness.