“Executives are doers; they execute. Knowledge is useless to executives until it has been translated into deeds. But before springing into action, the executive needs to plan his course. He needs to think about desired results, probable restraints, future revisions,… — Harvard Business School Press Copy Share Image
“The real challenge for executives who want to implement decision quality control is not time or cost. It is the need to build awareness that even highly experienced, superbly competent, and well-intentioned managers are fallible. Organizations need to realize that… — Harvard Business School Press Copy Share Image
“Executives are doers; they execute. Knowledge is useless to executives until it has been translated into deeds. But before springing into action, the executive… — Harvard Business School Press Copy Share Image
“The use of “war games” is a powerful antidote to the lack of thinking about competitors’ reactions to proposed moves. 11.” — Harvard Business School Press Copy Share Image
“If thinking is an intellectual response to a problem, then the absence of a problem leads to the absence of thinking.” — Harvard Business School Press Copy Share Image
“Business-unit managers should remain involved in corporate-level strategy planning that affects their units. But a focus on issues rather than business units better aligns… — Harvard Business School Press Copy Share Image
“More than anything else, this disconnect—between the way planning works and the way decision making happens—explains the frustration, if not outright antipathy, most executives… — Harvard Business School Press Copy Share Image
“Uhlaner put in place a Growth and Performance Planning Process that starts with agreement by Ballmer’s leadership team on a set of strategic themes—major… — Harvard Business School Press Copy Share Image
“Stockdale Paradox This finding is named after Admiral James Stockdale, winner of the Medal of Honor, who survived seven years in a Vietcong POW… — Harvard Business School Press Copy Share Image
“Management must think of itself not as producing products but as providing customer-creating value satisfactions. It must push this idea (and everything it means… — Harvard Business School Press Copy Share Image
“Worried that you’re not a born leader? That you lack charisma, the right talents, or some other secret ingredient? No need: leadership isn’t about… — Harvard Business School Press Copy Share Image
“Is that not what consumer research is for—to find out before the fact what is going to happen? The answer is that Detroit never… — Harvard Business School Press Copy Share Image
“By embracing decision-focused planning, companies will almost certainly find that the quantity and quality of their decisions will improve.” — Harvard Business School Press Copy Share Image
“they’ve also changed the nature of top management’s discussions about strategy—from “review and approve” to “debate and decide,” — Harvard Business School Press Copy Share Image
