Strategy Execution Quotes

In tactics and training, we do more with Conte. We work a lot of tactical positions, and we know exactly what we have to do on the pitch, where I have to go, and where the defenders have to go. We know exactly what to do.

Plans can be like a winged horse, but their execution plods along pulling carts.

We just have to go after our game plan.

It's not enough to have a strategy for success. Great strategy is available for free online for everything from career success to meeting Mr. or Ms. Right. You must also tell yourself the right story.

Most companies spend all their time looking for another management concept and very little time following up the one they have just taught their managers.

Some of the most innovative things in football I see at high school games. It's not the play - it's when you run it. The right time.

Great execution. That's what you have to do when you're playing great teams.

I've found that entrepreneurial success usually comes through great execution, simply by doing a superior job of doing the blocking and tackling.

Getting the big things right that make all the money, that's long cycle, really executing in a way that allows you to do it, that's short cycle.

Management is defense. You basically say, 'This is the direction; this is where we're heading,' and then it's my job to get everything else out of the way. All the other things that can become a distraction keep us from executing well. Get those out of the way, because the team ultimately needs to run in that direction and execute well.

The execution of strategy is over to the captain and coach, as it always has been. It's the right way to go. We need clear role allocations, the coach and the captain go and execute and my job is to plan for the future.

Strategy and culture should have breakfast together.

I like guys who know how to implement a strategy. The ones who make a fight look easy. But there's no easy fight, even if you win in 30 seconds, that only means you were able to execute your strategy correctly and induced your opponent to make a mistake. Those are the champions. That's why they are the champions.

You have to be fast on your feet and adaptive or else a strategy is useless.

Culture used to be viewed as the 'touchy-feely' side of business, but that's no longer the case. If you don't have a defined culture behind you, then you aren't going to be effective at executing your strategy.

After formulating and communicating the right strategy and optimizing operations to execute that strategy, CEOs and other top leaders then must be able to build management teams that truly understand the big picture.

I feel very good about our business and the speed at which we are executing our strategy to drive differentiation for Accenture and accelerate our rotation to The New.

You spend your entire time 24 hours a day thinking about when is the next game, and you put together the plan and that's a lot of fun. When the game's ready to go, it's just exciting to see how all your studying is going to pay off.

Everyone, you know, during crises times, is much more focused on, okay, how do we get the boat completely seaworthy, sailing along well, and everything going well? And so as long as you're communicating how the general strategy of the company and how the work they can do to add to that and to make that more successful and the thing that they can contribute to that, that is generally very motivating for employees in crisis times.

You have got the right strategy, the right geography; you have got the right customers. You need to prioritise them better; we need to grow them better, mind them better. We need to give more value to them, and we need to execute a lot of areas in the organisation where we are not executing.

If you bowl well early in the innings, it is also important to finish well.

Make sure you have a clear understanding of your values and intent, then use technology to enable that. What the tech won't do is compensate for a lack of strategy.

We believe this combination of excellence in operations and strong execution of our strategy is critical to achieve our vision. We will continue to focus on both in future as well.

There are weaknesses that you have to understand and it takes a lot of discipline for the players to be able to play it effectively and have confidence in what they're doing.

Success is no longer about changing strategies more often, but having the agility to execute multiple strategies concurrently. And success requires CEOs to develop the right leadership capabilities, workforce skills, and corporate cultures to support digital transformation.