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Strategic thinking rarely occurs spontaneously.

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Occur Rare Strategy

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Strategic thinking rarely occurs spontaneously.
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The best CEOs I know are teachers, and at the core of what they teach is strategy.
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Competitive strategy is about being different. It means deliberately choosing a different set of activities to deliver a unique mix of value.
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A target should go with every goal. A target is the value that defines success.
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The company without a strategy is willing to try anything.
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Finally, strategy must have continuity. It can’t be constantly reinvented.
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Strategy is about making choices, trade-offs; it’s about deliberately choosing to be different.
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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.
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If your goal is anything but profitability – if it’s to be big, or to grow fast, or to become a technology leader – you’ll hit problems.
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The underlying principles of strategy are enduring, regardless of technology or the pace of change.
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The U.S. is facing a structural competitiveness problem that is leading to the weakest economy we have seen in generations.
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A strategy delineates a territory in which a company seeks to be unique.
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