Inspirational quotes with strategists.
But moving from enabling the business to being the business is challenging work. It means changing governance models, organizational structures, delivery methodologies and hiring practices. It means transforming IT people from technologists to strategists, from constructing hard lines around IT to creating an environment devoid of organizational boundaries, and from clamping down on employees attempts to develop their own technology to embracing end-user innovation. It also means driving change in the most difficult of all arenas: the mindset, the psyche, the most deeply held ways that we understand our jobs, our success, and our professional identity.
Most of us fear change. Even when our minds say change is normal, our stomachs quiver at the prospect. But for strategists and managers today, there is no choice but to change.
A clear mission statement describes the values and priorities of an organization. Developing a mission statement compels strategists to think about the nature and scope of present operations and to assess the potential attractiveness of future markets and activities. A mission statement broadly charts the future direction of an organization. A mission statement is a constant reminder to its employees of why the organization exists and what the founders envisioned when they put their fame and fortune at risk to breathe life into their dreams.
After more than a thousand years," he continued, "an enemy finally broke through. Not because of superior firepower. Not because the Manchus were better fighters or strategists. They weren't. The Manchus breached the Great Wall and took Beijing because someone opened a gate. From the inside. As simple as that. A general, a traitor, let them in and an empire fell.
Strategists seek to increase available options by manipulating structure and context, and in this way dictate the terms of conflict. One of the most captivating discussions of manipulating rules and boundaries to further the end of politics is in William Riker’s thought-provoking conception of heresthetics. Riker produces more than a dozen examples of a master strategist’s manipulation of perceptions, agendas, rules, and procedures to assure the strategist’s desired results would ensue. The strategist does not seek a specific outcome or decision; instead the process of decision-making is altered to increase the likelihood that a desired decision will be made. In most cases, the strategist provides additional choices for the opponent, inducing the other side to make a decision that was not previously apparent, but now seems necessary. By increasing the choices of others, strategists increase their own power.
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