Adroit geo-strategists take new realities into account as they try to imagine how global politics will unfold. In the foreign policy business, however, inertia is a powerful force and 'adroit' a little-known concept.
When I'm training, I cater a little bit to my opponents.
The paradox explored in my book 'The Innovator's Dilemma' is that successful companies can fail by making the 'right' decisions in the wrong situations.
In life, change is inevitable. In business, change is vital.
A prince being thus obliged to know well how to act as a beast must imitate the fox and the lion, for the lion cannot protect himself from snares, and the fox cannot defend himself from wolves.
The military has no constant form, just as water has no constant shape - adapt as you face the enemy, without letting them know beforehand what you are going to do.
Innovation is the only insurance against irrelevance.
Being an iconic food company can be both a blessing and a curse. It can be a curse if, amidst change, you maintain the status quo. It is a blessing if you leverage the change coupled with capability to seize new opportunities.
T20 is fast-paced and a wonderful vehicle to attract wider audience. On a technical level, it probably has impacted Test cricket.
Famous pivot stories are often failures but you don't need to fail before you pivot. All a pivot is is a change is strategy without a change in vision. Whenever entrepreneurs see a new way to achieve their vision - a way to be more successful - they have to remain nimble enough to take it.
Somehow, the company must stay true to the founding vision while avoiding the pitfalls of rapid growth - and perhaps survive the hiring of a previously successful executive who doesn't work out.
Throughout history, the organizational evolution of the military has been inextricably linked with that of the business world.
Persistence isn't using the same tactics over and over. Persistence is having the same goal over and over.
Politicians love change, but of details only.
As water shapes its flow in accordance with the ground, so an army manages its victory in accordance with the situation of the enemy.
I know how the game is played, and I'm always working on it.
You want to grow. To compete effectively - - even if you weren't going to grow, just to maintain your position - - you look at who you're competing with. And everyone you're competing with is changing to get better, sometimes dramatically.
Nothing is more difficult than the art of maneuver. What is difficult about maneuver is to make the devious route the most direct and to turn misfortune to advantage.
You go with what you got. That's the thing about having a system, then you plug guys into your system.
As long as NATO changes when the world is changing, we will be very important for the security of all our allies, including the United States.
The most important work of the executive is to identify the changes that have already happened. The important thing . . . is to exploit the changes that have already occurred and to use them as opportunities.
When companies get bigger they try to replicate their success. But they assume their magic came from process. They try to use processes to substitute content.
I found out that if you are going to win games, you had better be ready to adapt.
To get an Army that's already fighting a war to change in stride to a total different military strategy on the ground - and to get everybody on the same page - was accomplished by the sheer force of Dave Petraeus' will.
Military technology is like a continuing chess game, with no final move.
