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The two worst strategic mistakes to make are acting prematurely and letting an opportunity slip; to avoid this, the warrior treats each situation as if it were unique and never resorts to formulae, recipes or other people's opinions.
The strategic adversary is fascism... the fascism in us all, in our heads and in our everyday behavior, the fascism that causes us to love power, to desire the very thing that dominates and exploits us.
I've been waiting over 40 years to come to Cyprus, and it has not disappointed - the birthplace of Aphrodite, the Crossroads of Civilization, and, I might add, a genuine strategic partner to the United States of America.
I've always held the view that great states need strategic space. I mean, George Washington took his space from George III. Britain took it from just about everybody. Russia took all of Eastern Europe. Germany's taken it from everywhere they can, and China will want its space too.
Those who remember Washington's cold war culture in the 1980s will recall the shocked reactions to Reagan's intervention. People interested in foreign policy were astonished when in 1985 he met alone at Geneva - alone, not a single strategic thinker at his elbow! - with the Soviet Communist master Gorbachev.
Microsoft, Apple, Facebook all bought huge patent portfolios to further their strategic game. They're doing what I'm doing!
Business is war! Its leaders are strategic commanders, who boldly snatch victory from the jaws of defeat - and who perform other acts of derring-do. This kind of talk sounds great in the boardroom, and, for that matter, in the bookstore, where dozens of authors counsel would-be corporate warriors.
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.
The strategic marketing paradigm of Open Source is a massively-parallel drunkard's walk filtered by a Darwinistic process.
We need to stop thinking about infrastructure as an economic stimulant and start thinking about it as a strategy. Economic stimulants produce Bridges to Nowhere. Strategic investment in infrastructure produces a foundation for long-term growth.
In early 1961 a new president, John F. Kennedy, was told by military leaders and civilian officials that the Kingdom of Laos - of no conceivable strategic importance to the U.S. - required the presence of American troops and perhaps even tactical nuclear weapons. Why? Because if Laos fell, Asia would go red from Thailand to Indonesia.
The thing is, continuity of strategic direction and continuous improvement in how you do things are absolutely consistent with each other. In fact, they're mutually reinforcing.
The truth is that neither British nor American imperialism was or is idealistic. It has always been driven by economic or strategic interests.
An entrepreneur needs to know what they need, period. Then they need to find an investor who can build off whatever their weaknesses are - whether that's through money, strategic partnerships or knowledge.
Online, you can become much more than a reactive donor - you can become a proactive, strategic, collaborative philanthropist, improving your giving every day by tapping into the wealth of philanthropic resources available at the tap of a keyboard or the click of a mouse.
There are domains in which expertise is not possible. Stock picking is a good example. And in long-term political strategic forecasting, it's been shown that experts are just not better than a dice-throwing monkey.
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.
There were no strategic mistakes that could affect Russia's history and it further development. No, there were no such mistakes. Tactical errors were made in some less significant options, problems and so on. But, on the whole, Russia embarked on a correct path and it changed.
Every successful enterprise has a very clear strategic purpose.
I buy companies for strategic reasons and operate them.
The secret of big and revolutionary actions also consists in discovering the tiny step that is simultaneously a strategic step, insofar as it entails additional steps in the direction of a better reality.
I think that the first thing is you should have a strategic asset allocation mix that assumes that you don't know what the future is going to hold.
Today's tactical victory does not guarantee tomorrow's strategic success.
Foreign policy will require a strategic agility that, whenever possible, gets ahead of problems, strengthens U.S. security and alliances, and promotes American interests and credibility.
Strategic planning is worthless - unless there is first a strategic vision.
Martin Luther King, Jr.
John F. Kennedy
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