The left wants to protect social programs, the right wants to protect defense and intelligence spending and all the rest. I say the defense and intelligence world will be better off with a smaller budget. They would be less encumbered by bloat and able to maneuver the way they used to be able and not trip over themselves.
One of the changes I'm driving within Nokia is to adopt what we call 'the challenger mindset.' Let's understand that we have to fight, we have to fight our way through the difficulties, we have to listen to consumers, we have to both deliver what they need and also have some creativity and insight and deliver what the don't yet know they need.
An organization's ability to learn, and translate that learning into action rapidly, is the ultimate competitive advantage.
When a change in how some element of one's business is conducted becomes an order of magnitude larger than what that business is accustomed to, then all bets are off.
Take calculated risks. Act boldly and thoughtfully. Be an agile company.
Boosting mankind's capability for coping with complex, urgent problems
At first, then, exhibit the coyness of a maiden, until the enemy gives you an opening; afterwards emulate the rapidity of a running hare, and it will be too late for the enemy to oppose you.
The task of the strategist and leadership team is to reduce uncertainty in the areas that they can directly influence in order to pursue attractively difficult objectives.
If you took our top fifteen decisions out, we'd have a pretty average record. It wasn't hyperactivity, but a hell of a lot of patience. You stuck to your principles and when opportunities came along, you pounced on them with vigor.
If you can’t out iterate someone who is trying to copy you, you’re toast anyway.
We just have to go at 100 miles an hour in all our businesses, be they television broadcasting, be they magazine publishing, be they subscription television, be they online, be they gaming. We just have to go at one hundred miles an hour.
The mark of an innovative company is not only that it comes up with new ideas first, but also that it knows how to leapfrog when it finds itself behind.
Great leaders understand that historical success tends to produce stable and inwardly focused organizations, and these outfits, in turn, reinforce a feeling of contentment with the status quo.
Defence must be more adaptable, able to respond quickly to the changes in the security environment and the character of conflict.
Elon Musk should be at the top of the list of people to emulate when it comes to leading large organizations that are highly maneuverable and use it as a competitive advantage.
We'll have a sales leader go run engineering. A lawyer go run business development. A business development leader go run our consumer operations. We're going to train a generalist group of leaders who know how to learn and operate in collaboration teamwork. I think that's the future of leadership.
You have to be fast on your feet and adaptive or else a strategy is useless.
In this new, hyper competitive age, none of us, none of us can afford to be complacent.
Business is all about learning to balance the short-term, medium-term and long-term and I think it's when things are going well it covers up a lot of mistakes and bad decisions because you're growing so quickly.
Innovation at large companies is hard, but it doesn't have to be.
Our goal in making these changes is to enable Microsoft to achieve greater agility in managing the incredible growth ahead and executing our software-based services strategy.
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.
Unless you are a fortune-teller, long-term business planning is a fantasy.
Most legacy companies get crushed - they get Blockbustered - because they are too afraid to walk away from the status quo, to embrace what the future is.
Victory smiles upon those who anticipate the change in the character of war, not upon those who wait to adapt themselves after the changes occur.
