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Strategy is about setting yourself apart from the competition. It’s not a matter of being better at what you do – it’s a matter of being different at what you do.

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Better Competition Different Started Yourself

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Strategy is choice. Strategy means saying no to certain kinds of things.
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Operational effectiveness and strategy are both essential to superior performance.
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The underlying principles of strategy are enduring, regardless of technology or the pace of change.
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The chief strategist of an organization has to be the leader – the CEO.
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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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The best CEOs I know are teachers, and at the core of what they teach is strategy.
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Innovation is the central issue in economic prosperity.
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Billions are wasted on ineffective philanthropy. Philanthropy is decades behind business in applying rigorous thinking to the use of money.
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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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Technology has given us this wonderful opportunity to have low energy costs. We have to seize that, rather than keep debating and discussing and fighting over it.
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Change brings opportunities. On the other hand, change can be confusing.
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The ability to change constantly and effectively is made easier by high-level continuity.
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There’s a fundamental distinction between strategy and operational effectiveness.
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Strategy is about setting yourself apart from the competition. It’s not a matter of being better at what you do – it’s a matter of being different at what you do.
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Good leaders need a positive agenda, not just an agenda of dealing with crisis.
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